Poor Justification in Business

Business consulting strategies

Hi, team! It’s your friend, Mary, with the “I” in Team series where you can find , be , and build your positive influence. Welcome to 2023! Let’s start this fresh chapter off on the right foot and discuss something that happens frequently in business: Justification for poor actions. Justification in itself is not always a bad thing, but if it is used to avoid accountability or to excuse poor behavior, then it is not a positive. Poor justification in business can destroy even the sturdiest of relationships, and, in rare cases, dismantle an entire organization.

Being a Leader

Justification in business is used daily. Most circumstances are controllable, and those that aren’t are an exception to the rule. For example, if you miss a deadline and don’t communicate prior to missing the deadline that you don’t have the bandwidth to achieve the deadline, you will have to justify why you missed the deadline and that excuse will likely not be justifiable. However, communicating prior to missing the deadline in order to make your goals S.M.A.R.T. avoids the need to justify and ensures team members all remain on the same page.

Businesses rely on the ability of their employees, contractors, and vendors to perform. If you find these people justifying their actions when they fail to do what they have promised, you allow justifications to stand unquestioned which can degrade culture. Communication is key , and there are always exceptions to the rule. You must identify when these justifications are legitimate or if someone is just trying to get out of accountability. Allowing employees, contractors, and vendors to underperform by accepting their justifications without question impacts your entire organization.

As a leader, part of your job is pointing out that X circumstance or Y claim is not your problem and should not become your problem (unless it is an exception to the rule). By accepting justifications, you are making their problem your problem. Consequently, you will now have to justify your company’s inability to perform to someone else, and you may be the one who loses the sale/customer/relationship because of another person’s actions. This is where your leadership is applied. The sooner you can eliminate the use of justification in business to cover up for poor performance, the sooner you will be able to amend the negative process and provide a positive experience for your team and customers.

Real Life Example

This example is written directly from Brian Smith , co-author of the “I” in Team series.

To give you an example of this, one of our companies has seasonal products that are planned out in advance of each season. One of our vendors, who is our manufacturer/supplier for a certain product, has been aware of our seasonal trends and needs since 2010. In 2015, this vendor missed a key delivery date during our busy season, putting us and our customers at risk. He justified missing his delivery date by blaming his suppliers. However, he failed to communicate to his suppliers that his business was growing and would have more demands. Instead, our vendor decided to burden all his clients with poor planning by altering his manufacturing schedule and not communicating this to anyone.

As COO of the company, I was notified within three days of the vendor missing his delivery deadline. Upon review, I noted that we had placed our typical order at our typical time and were not notified about any delays. I also found out that this vendor had missed several delivery dates in the nine months before this incident. I didn’t find out about the other missed deadlines because our team willingly participated in this vendor’s justification, choosing to uphold personal relationships instead of policies and procedures. After learning this had been going on for nine months, we decided it was time to find a new, reliable vendor.

By early summer, we secured a new vendor. We toured the plant and determined that this company ran at a sustained and planned capacity that ensured sales fluctuations would not interfere with our regularly needed production runs. In July 2015, we placed our first order with our new vendor. They delivered on time and as anticipated. We ceased all further purchase orders to the previous vendor.

Two weeks later, our previous vendor attempted to deliver the order we canceled that was over a month late. His justification for ignoring our cancelation was that we committed to order through the end of summer, to which I responded that our commitment was based on timely delivery and meeting our anticipated demands. I told him that repeated missed delivery dates and violations of his part of our agreement superseded our commitment to buy a certain amount of product through the season. Today, that vendor’s company ceases to exist.

Bottom Line

Justifications for poor behavior, communication, or performance won’t always take down an entire enterprise, but they can. You must rely on your positive leadership skills and company culture to steer your employees, contractors, and vendors to use communication rather than justification in business. Justifications should be used sparingly, when they are the exceptions to the rule, rather than “the dog ate my homework” kind of stuff. Hold your team accountable for their actions and inactions to ensure you avoid instilling justification into your company’s culture.

The post Poor Justification in Business appeared first on IA Business Advisors.

Looking for help with Organizational Improvement?

< Older Post

Newer Post >

A blue piggy bank is sitting on top of a stack of wooden blocks.

How to Mitigate Financial Risk Using the S.M.A.R.T. Management System

June 9, 2025

In an increasingly volatile economy, businesses cannot afford to be reactive when it comes to their finances. Whether you're a startup founder, a growing enterprise, or a seasoned business owner, the risk of financial instability is real—and growing. At IA Business Advisors, we help companies proactively navigate these risks using our comprehensive S.M.A.R.T. Management System . S.M.A.R.T. is more than just a goal-setting acronym. It is a decision-making and execution framework that brings clarity, structure, and alignment to every part of your business. From six-week action plans to one-year targets and long-term strategy, S.M.A.R.T. ensures your financial operations support healthy growth and resilience. Understanding Financial Risk in Today’s Business Climate Financial risk is multifaceted. It ranges from cash flow disruptions and market shifts to internal mismanagement and over-leveraged growth. As Brian Smith shared on a recent Daily Influence podcast episode, unchecked growth can drive a company into bankruptcy. Scaling without intention—chasing fast growth without aligning the internal team and financial resources—leads to diluted communication, quality issues, and operational chaos. Mitigating financial risk begins by understanding that more revenue doesn't always equal more stability. True sustainability comes from building systems that support intentional, well-paced growth. The S.M.A.R.T. Framework in Action: Reducing Financial Risk Our S.M.A.R.T. Management System guides businesses in creating resilient, financially stable operations through: 1. Specific: Build with Intentionality Clarity is power. One of our podcast guests, Mike Heatwole (CEO of The Dala Group), emphasized the importance of sitting down to define what matters most—whether that’s paying down debt, investing in growth, or launching a new venture. When your financial goals are specific, your strategy becomes targeted and less prone to reactive decision-making. “If we don’t know what the goal is, how do we get there?” — Mike Heatwole, CEO of The Dala Group 2. Measurable: Track What Matters Many companies are blindsided not by invisible risks, but by unmonitored ones. We help clients implement tools to track cash flow, margin fluctuations, and budget variances in real time. Visibility into your financial health gives you the power to respond early and course correct as needed. 3. Achievable: Assign Financial Stewardship Risk is reduced when financial responsibility is distributed. Through teamwide financial literacy and clear accountability, we empower organizations to make stronger daily decisions. No individual person should carry the entire burden—and no key area should go unmonitored. 4. Relevant: Make Risk Management a Habit Quarterly or biannual financial health check-ins create a sustainable rhythm. These don’t have to be complicated—they just need to be consistent. Regular reviews embed risk awareness into your company culture and decision-making process. 5. Timely: Foster Honest Dialogue Financial silence is a hidden threat. As Brian noted on the podcast, emotions like fear or shame can prevent businesses from facing financial realities. We encourage honest, blame-free communication around financial performance, creating space for solutions and collective action. Case in Point: Short-Term Action, Long-Term Impact One of our clients, a family-run distribution company, had strong revenue but was bleeding cash due to aging receivables. Together, we built a six-week S.M.A.R.T. Plan focused on accounts receivable recovery. We implemented weekly check-ins, assigned ownership, and used real-time tracking. Within 90 days, their outstanding A/R dropped by 22%, freeing up capital and restoring operational confidence. It’s Never Too Late to Get Financially Intentional Many leaders in their 40s, 50s, or 60s worry they’ve waited too long. But as Mike Heatwole wisely shared: “It’s never too late. Just get started. Do something.” Progress—not perfection—is the goal. Start small. Build momentum. Take the next best step. This mirrors a concept we love from The Gap and The Gain by Dan Sullivan: measure progress based on how far you've come, not just how far you have to go. Final Thoughts: Make Financial Stability a Strategy Mitigating financial risk isn’t about a dramatic overhaul. It’s about consistent action, visibility, and intentional decision-making. With the S.M.A.R.T. Management System, IA Business Advisors helps businesses turn risk into clarity, fear into focus, and instability into opportunity. If you’re ready to start, we’re ready to help. Let’s have a conversation about what matters most to you—and build from there.

Enhancing Interpersonal Relationships for Toxic Workplace Recovery

May 29, 2025

Hello, team! Mary here, continuing our journey through the I in Team series, where we challenge and empower you to Find , Be , and Build Your Influence. One of the most common things we’re asked to help our clients with is toxic workplace recovery. This directly connects to the culture of the team, and while rebuilding that culture takes time and intention, it is absolutely possible. In fact, with the guidance of our I in Team approach and S.M.A.R.T. Management system, we’ve successfully helped more than 19,000 teams evolve into high-performing, values-based cultures. If you’re ready to take the lead and breathe life back into your team, we’re here and ready to support you. Practice Emotional Intelligence One of the most impactful steps you can take on your toxic workplace recovery journey is to practice emotional intelligence (the ability to recognize, understand, and manage both your own emotions and the emotions of those around you). Toxic environments are often the result of emotional disconnection, poor communication, unnecessary competition, and a culture that avoids constructive feedback. Begin by shifting your perspective: respond with empathy, ask thoughtful questions, and use “I” statements. These habits model two traits, emotional regulation and empathy, that influence how your team interacts and solves problems. Start small. For example, set a personal goal to give one piece of sincere praise or recognition per day. This is a S.M.A.R.T. goal, and it starts to reinforce positive emotional exchanges. Over time, this contributes to a psychologically safe environment where people feel seen and supported. Foster Open Communication Once emotional intelligence begins to take root, toxic workplace recovery is just around the corner. Open communication becomes more natural because when team members are aware of their own and others’ emotions, communication becomes seamless. The number one rule? Listen. Really listen. Without listening, communication is incomplete. Try implementing monthly influence partnerships—team pairings that rotate so members can get to know each other beyond surface-level roles. This creates connection and, when done with consistency (Timely), fosters trust across your team. Another way to build open communication is by creating a structured feedback loop. Clarify how and when feedback should be given—perhaps during weekly one-on-ones or monthly review meetings—and make sure all team members understand the difference between criticism and constructive feedback. S.M.A.R.T. feedback is Specific and Relevant, and when delivered with respect, it encourages team members to grow without fear. Lead by Example As we say throughout the I in Team series, everyone is a leader regardless of title. Whether you’re in the C-suite or just starting your first job, how you show up directly shapes the culture of your team. To begin, set some respectful boundaries rooted in your values. Let others know what you need to succeed and what behaviors support or disrupt your work. When disagreements arise, demonstrate what respectful disagreement looks like—calm, focused on solutions, and free from personal attacks. If your workplace has leaned into competition, shift the focus to collaboration. Collaborate on micro-goals, like shared tasks or cross-functional projects. Make the results Measurable and celebrate wins together (publicly, if possible). Consider S.M.A.R.T.-based team-building events (like problem-solving challenges or goal-setting workshops) to reinforce collaboration in a meaningful way. Final Thoughts Toxic workplace recovery starts with you. Every interaction, every word, every moment of listening is a chance to model what’s possible. Show up the way you want others to show up. If your team is struggling to rebuild or you need expert guidance, reach out . We’re here to help. Let’s keep influencing responsibly and positively together.