admin“So companies will disclose their CSR activities in as much as they disclose any other activity to do with shareholders.”
An unapologetic statement of his point of view. I love feedback, especially intelligent discourse on a topic, without anger and other negative emotions clouding the field.
A discussion based on points and counterpoints that seeks to get to the real heart of an issue for the benefit of both parties goes a long way.
There is, unfortunately, a syndrome that has crept into our culture that prevents engaging in such debate.
This is the apologetic syndrome. It manifests primarily in formal communication, especially written communication. You can recognise it as it contains statements like:
“I’m sorry to bother you but . . .”
“Are you sure it would be alright . . .”
“Possibly if you have time . . .”
“However, we would like you . . . ”
“The proposed dates are as follows . . . but feel free to change them”
“I think we should do . . . but I don’t know, it’s really whatever you think.”
Sounds normal doesn’t it. You see it every day and think nothing of it. Basically the apologetic syndrome makes life into one big mistake that should be excused and justified by shifting any decision making onto the recipient.
Part of this stems from a culture of fear. We are so afraid of having our idea rejected that we continually shift responsibility for it onto someone else.
We deliberately play down our contributions so that if we fail, well then it was never our fault in the first place.
Rather, stand out, make a decision or stand point and live with the consequences that include the glorious possibility of success.
Stop worrying about the rejection. It is probably not personal. Stop taking correction as a personal affront to your ability.
If you did something wrong, well get over it and improve, stop pouting in the corner like a spoilt brat that has lost its lollipop. And stop apologising for something that is not your fault (well not yet anyway).
This syndrome halts company progression because no one is willing to think beyond their “job description”.
In fact many people are too paranoid and lazy to think within their job description let alone without it.
If you are continually passing the buck instead of doing something with it you will become the sort of menial slave that will never rise in the corporate ranks because you can never be trusted to actually make a decision.
You believe in what you are doing right (otherwise you should probably do something else)? If you believe what you are doing then stop being fearful about it.
If you believe in what you are doing be relational about it. Being overly apologetic makes you seem too formal.
I sat in a discussion group where we were sharing ideas and one gentleman’s point started with “My
contribution to the discussion is this . . .”
I wanted to strangle him until I realised that he probably knew no better. What a waste of words. Of course it was going to be an addition to the discussion, what else was he going to do, spout a Shakespearian soliloquy that had no relevance?
It was not Parliament, there was no need for an equivalent of “Mr Speaker Sir”. The formality was unnecessary.
While on the subject of unnecessary formality, what is with the adding of “all protocols have been duly observed” at the end of a list of dignitaries.
Is it perhaps in case you have missed someone out or to warn us that “Welcome to tonight’s banquet” is not an obscure title or guest name.
It reeks of unnecessary apology. How many people do you greet in the morning with “Good Morning Bill” followed by a hastily muttered “all
due protocols have now been observed”?
There is a place for formal. Just not the whole time. Too formal and you will never build a relationship with anyone, and it is relationships that matter.
If you build solid relationships the business becomes easy. You will never build a great relationship with someone if every time you communicate it sounds like you are boot licking.
The problem with boot lickers is that eventually someone, fortunately, crushes them underfoot. Here are some unapologetic starts to emails that will brighten any manager’s day.
“Here is the plan for next weeks . . .”
“We have completed . . .”
“Here are the dates for . . .”
“I have obtained . . .”
So save your apologies for later if you happen to go wrong. One last thing, if you end up having to apologise include how you are going to take responsibility and solve your problem.
Online Reporter