When you can place yourself in the position of a colleague/customer/supplier, you often understand "they did the best they could given their resources" - be those financial, emotional, intelligence, etc.
Often I see more senior leaders in business have a somewhat flagrant disregard for their staff and suppliers constraints - "I don't want excuses or reasons, just make it work... You should have foreseen these problems, and worked with me to mitigate them."
Personally I find getting the balance right, between understanding how and why a situation has occurred, or will occur - and how to "motivate" a customer/supplier/colleague to do "better" irrespective of the resources - really quite hard.
Indeed, I will often be making the excuses on behalf of my suppliers... because I often understand the constraints on them just as well as they do, and can articulate them more clearly. And that is the complete opposite of what I see many "successful" executives do. Many of who have selective hearing, and only hear the good news, and never the bad unless it gives them an advantage.
Often I see more senior leaders in business have a somewhat flagrant disregard for their staff and suppliers constraints - "I don't want excuses or reasons, just make it work... You should have foreseen these problems, and worked with me to mitigate them."
Personally I find getting the balance right, between understanding how and why a situation has occurred, or will occur - and how to "motivate" a customer/supplier/colleague to do "better" irrespective of the resources - really quite hard.
Indeed, I will often be making the excuses on behalf of my suppliers... because I often understand the constraints on them just as well as they do, and can articulate them more clearly. And that is the complete opposite of what I see many "successful" executives do. Many of who have selective hearing, and only hear the good news, and never the bad unless it gives them an advantage.