crest2
BuiltWithNOF
Manager Speak

Yes, we’ve all heard them, but this is what they really mean. I’m just grateful that I don’t have to put up with this sort of garbage any more.

What did come as a surprise, though, was the fact that this page had come to the attention of the Plain English Campaign, and that in March 2003 they posted a link to this page from their web site at http://www.plainenglish.co.uk (see their updates archives). Anyway, read on and enjoy. As always, if you have any contributions for this page, E-mail us.

Don’t forget to look at the ‘Right To Reply’.

    I'll see what I can do.

    • I hope you'll have forgotten by the next time we meet.
    • You're not allowed to speak to the person who can actually take that decision.
    • The answer's no. But I haven’t the balls to tell you to your face.

    We are not in a position to comment.

    • It's none of your damned business.
    • You probably know more about it than we do.
    • We haven’t a clue what’s going on.

    Restructuring programme.

    • Redundancies.

    We are undertaking a strategic review of our business.

    • We’re panicking, because we nearly went bust.
    • We’re about to announce some redundancies.

    I can't promise anything.

    • The answer's no. But I haven’t the balls to tell you to your face.
    • I hope you'll have forgotten by the next time we meet.

    I've seen nothing in writing.

    • Prove it!
    • I have no intention of doing anything about it.
    • All evidence was shredded a long time ago.

    My hands are tied.

    • You're not allowed to speak to the person who can actually take that decision.

    There will be a meeting about this soon.

    • I hope you'll have forgotten by the next time we meet.

    After long and careful consideration.

    • No.
    • I've had more important things to deal with.
    • I'd forgotten all about it.

    I'll look into it.

    • I have no idea what you are talking about.
    • I had no idea this was going on.
    • I hope you'll have forgotten by the next time we meet.

    I'm sorry.

    • ... that you remembered what I'd said.
    • No.

    We are looking to recruit at a more junior level.

    • You're too old.

    Measurable objectives.

    • Never mind the Quality, feel the width.
    • Impossible targets.

    Managing our cost base.

    • Redundancies.

    Improve profitability to remain competitive.

    • Make people redundant.

    Procedures have now been changed.

    • Someone cocked up again.
    • We found someone to take the blame.

    This is a transitional year.

    • We'll have to get rid of some people to avoid going down the tubes.

    Re-profiling of staff levels to reflect new trading conditions.

    • We were caught with our trousers down and will have to make some redundancies.

    We encourage outstanding effort and achievement.

    • We want you to do unpaid overtime.

    This is not just a question of reducing costs.

    • Oh yes it is!

    I apologise.

    • But just don't expect me to be sorry.

    We have no plans at present.

    • ... but we will have soon.
    • We intend to do it, but haven't finalised the plans.

    We do unfortunately lose some skills but it also gives those people remaining an opportunity to increase their skill base.

    • Untrained and inexperienced people are cheaper to employ, more malleable, and less of a threat to insecure management.

    The rationale as to why the roles are redundant will also be explained to all affected staff.

    • But don't expect the truth.
    • There is no rationale. Either your face fits, or it doesn't.

    We used a range of scientific techniques.

    • Eeny, Meeny, Miny, Mo. ...
    • One potato, two potatoes, three potatoes, four ...
    • Heads or tails?
    • Scissors, paper, stone.

    You will need a strong work ethic.

    • We want you to do unpaid overtime.
    • Your job comes before your home life.
    • We don’t care how much we screw up your social life.

    The decision as to which roles are redundant is being made by individual cost centre managers for their area of expertise.

    • Managers were given the opportunity to remove those who posed the greatest threat to their authority without the need to give a reason.

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