Vic

CEO: “Why did you tell the sales team we wouldn't meet this month's target?” Manager: “Because based on the numbers, we are already behind by 35%. I didn't want to give them unrealistic expectations.” CEO: “Your job is to motivate people, not discourage them.” Manager: “I agree, sir. But motivation doesn't change the numbers.” CEO: “So you're telling me we cannot achieve the target?” Manager: “I'm telling you what needs to change if we want to achieve it.” The CEO leaned back in his chair. CEO: “I don't pay you to give me reasons why things cannot work.” Manager: “And I don't think you hired me just to tell you what you want to hear.” The room went silent. This happened during a management meeting in a company in Lagos. The manager had spent the previous three weeks reviewing sales reports, speaking with the sales representatives and identifying why revenue had dropped. His findings were clear. Two major clients had stopped doing business with the company, the marketing budget had been reduced, and the sales team was working with targets that had not been reviewed in almost a year. He presented all of this to the CEO and recommended adjusting the strategy. The CEO wasn't interested. He insisted that the team should work harder and find a way to deliver the expected numbers. After the meeting, the manager was approached by one of his colleagues. Colleague: “Why did you have to challenge him like that? You know he doesn't like being told no.” Manager: “I wasn't telling him no. I was explaining what the business needs.” Three days later, the CEO called him into his office. CEO: “I want you to understand that decisions about this company are mine.” Manager: “Absolutely, sir. But the responsibility for delivering those decisions falls on my team.” CEO: “Are you refusing to work with the target?” Manager: “No, sir. I'm asking for the resources and strategy required to achieve it.” The CEO ended the conversation without giving him an answer. A month later, the sales figures were released. The company had missed its target again. Interestingly, the same manager was invited to explain why the department had failed. That was when he realized something. He was expected to take responsibility for decisions he had no authority to influence. Some companies give managers the responsibility of delivering results but deny them the authority to make the decisions necessary to achieve those results. And when things go wrong, management suddenly remembers who is responsible.