How to Separate Reasons From Excuses
How to Separate Reasons From Excuses.
Managers need to understand the important difference between a "reason" and an "excuse" for not doing something.
Unfortunately, most managers have confused the issue by accepting into their minds, the concept of a "Reasonable-excuse".
The concept of a reasonable-excuse is a confusion. Reasons are very different from excuses.
What are the qualities that unify all reasons, and which make them REASONS?
And what are the opposing qualities that unify all excuses, and which make them EXCUSES?
What are the differences between a reason and an excuse?
All reasons are:
- True (honest).
- The person had no options, other than to act the way they did.
- The person has no control over circumstances.
- The behaviour was a one-off event.
- Their behaviour was reasonable under the circumstances.
- Their behaviour was a proportionate response to the situation.
- The event that caused the behaviour was unpredictable.
Whereas, excuses are wholly the opposite:
- Untrue (dis-honest).
- The person had many options but chose the wrong action
- The person had some control over circumstances but did not exercise any.
- Multiple use of the same old story.
- Their behaviour was UN-reasonable under the circumstances.
- Their behaviour was a DIS-proportionate response to the situation.
- The event that caused the behaviour, was easily predictable.
Managers must distinguish between reasons and excuses and have a different policy for each.
What should be your policy for those people who offer you valid reasons?
Negotiate with them and find a middle ground concession.
What should be your policy for those people who offer you only invalid excuses?
DON'T Negotiate with them and DON'T give them unearned concessions. Instead, stand firm!
For Example: Is this a Reason or an Excuse?
If I had been late for work on three consecutive days and you asked me why, and I replied, "Heavy traffic in the city-centre is why I have been late."
Would that be a valid reason that you should accept? If not, why not?
Summary
Managers need to be clear upon what they will accept as a reason, and what they will not. Our Conflict Management Training course deals with these issues.
Definition: Valid reason
A valid reason is a truthful explanation for missed work goals when the worker could not control or change the cause, had no real choice of action, and the event was rare and could not be predicted. When these points apply, managers can seek a fair middle ground instead of giving penalties.
Show CG4D Definition
- Truthful and backed by facts
- Cause lies outside worker control
- No practical alternative actions were possible
- Event was rare and could not be predicted
Article Summary
Great leaders do not blur the line between a true reason and a weak excuse. A reason is honest, rare and beyond control; an excuse is false, repeated and within control. Treat them the same and effort drops, treat them right and standards rise. Ask for proof, judge facts, then either find a fair fix or stand firm and refuse unearned favours.
Frequently Asked Questions
Here are some questions that frequently get asked about this topic during our training sessions.
How can a manager spot if an explanation is a valid reason or an excuse?
Why is repeated lateness due to traffic usually seen as an excuse?
What quick test helps separate reasons vs excuses in real time?
Should I negotiate when an employee offers a valid reason for poor performance?
What is the right response when staff give a weak excuse?
Can a predictable event ever count as a valid reason?
How do unclear standards encourage more excuses at work?
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Did You Know: Key Statistics
The Chartered Management Institute 2024 survey of 1,500 UK line managers found that 71% saw team output drop when repeated excuses for missed deadlines were not challenged. A 2023 CIPD study shows staff now take an average of 7.8 days off each year, the highest in a decade, and 63% of firms that hold a return-to-work talk report better attendance.About the Author: Chris Farmer
Chris Farmer is the founder of the Corporate Coach Group and has many years' experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.
Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.
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