Ghost Writer comments on "Excuseorizing" while Marti goes to invent a new word for us to use inappropriately in the future.
I'm the luckiest HR Leader alive. I get to write this Blog with the most colorful color commentator in the blog-o-sphere, Ms. Marti Nelson. When she sets me up with material like "Excuseorizing", it's like having a pitcher throw one straight across the plate to my Louisville Slugger. I can't help but swing and try to hit it.
So as an HR Leader, what do you do with an Excuseorizer? As always, your Ghost Writer has the play-by-play.
1. Nip it! Let's face it, delivering excuseorizing-inspiring feedback isn't the most pleasant day at the office. As an HR Leader providing feedback, you need this person to hear what you're saying, or you wouldn't put yourself through the pain of delivering said feedback. So when you hear an excuseorizing discourse from the recipient of the feedback, nip it in the bud. Call it, gently, for what it is. For example, "I understand you don't think this is (insert recap of excuseorization here). However, this is what I see, and if this (real issue) isn't addressed, you will continue to receive feedback on this as you are not (enter recap of issue here and highlight real of potential consequences). The person will continue to excuseorize, but at least you nipped it and provided fair warning.
2. Call it! Hand them the EAP pamphlet, the ethics number, the angry employee number and say, "Call it. I believe this is fair and substantive feedback, but this is your recourse. Use it." I love telling someone to turn me in to an authority. It's like saying, "So go tell mom! I'm right!" Marti will now hate me for saying this as HR Leaders who do this create something she has to investigate, but alas! At least she (or someone of HR Management form) will know that real feedback got given. Reach out proactively to said HR Manager and give him/her the heads-up you have an excuseorizer potentially headed for his/her desk.
3. Provide perspective. At the end of the conversation, make sure the excuseorizer understands that giving feedback is your job. What to do with it is the excuseorizer's job. That person has three options: Accept the feedback in whole and do something about it, accept part of it and do something about the part he/she views is in his/her control, or reject it all and accept the consequences of that. But make it clear, what to do with the feedback is his/her job.
4. Provide another perspective. Make sure the excuseorizer knows what "better" looks like. If you don't, then the change you get might not be the change you were hoping for by giving the feedback.
Hope this helps make Excuseorizer part of the HR lexicon as well as creates a simple play for you to call in your local game.
Play ball!
I'm the luckiest HR Leader alive. I get to write this Blog with the most colorful color commentator in the blog-o-sphere, Ms. Marti Nelson. When she sets me up with material like "Excuseorizing", it's like having a pitcher throw one straight across the plate to my Louisville Slugger. I can't help but swing and try to hit it.
So as an HR Leader, what do you do with an Excuseorizer? As always, your Ghost Writer has the play-by-play.
1. Nip it! Let's face it, delivering excuseorizing-inspiring feedback isn't the most pleasant day at the office. As an HR Leader providing feedback, you need this person to hear what you're saying, or you wouldn't put yourself through the pain of delivering said feedback. So when you hear an excuseorizing discourse from the recipient of the feedback, nip it in the bud. Call it, gently, for what it is. For example, "I understand you don't think this is (insert recap of excuseorization here). However, this is what I see, and if this (real issue) isn't addressed, you will continue to receive feedback on this as you are not (enter recap of issue here and highlight real of potential consequences). The person will continue to excuseorize, but at least you nipped it and provided fair warning.
2. Call it! Hand them the EAP pamphlet, the ethics number, the angry employee number and say, "Call it. I believe this is fair and substantive feedback, but this is your recourse. Use it." I love telling someone to turn me in to an authority. It's like saying, "So go tell mom! I'm right!" Marti will now hate me for saying this as HR Leaders who do this create something she has to investigate, but alas! At least she (or someone of HR Management form) will know that real feedback got given. Reach out proactively to said HR Manager and give him/her the heads-up you have an excuseorizer potentially headed for his/her desk.
3. Provide perspective. At the end of the conversation, make sure the excuseorizer understands that giving feedback is your job. What to do with it is the excuseorizer's job. That person has three options: Accept the feedback in whole and do something about it, accept part of it and do something about the part he/she views is in his/her control, or reject it all and accept the consequences of that. But make it clear, what to do with the feedback is his/her job.
4. Provide another perspective. Make sure the excuseorizer knows what "better" looks like. If you don't, then the change you get might not be the change you were hoping for by giving the feedback.
Hope this helps make Excuseorizer part of the HR lexicon as well as creates a simple play for you to call in your local game.
Play ball!
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