‘None of This is Your Fault and None of This is My Fault’

Michel Doukeris is the CEO at Anheuser-Busch InBev

That quote — “None of this is your fault and none of this is my fault” — is an interesting one and multi layered in meaning. This article briefly examines who said it, the context involved and the analysis of the communication.

The comment was made by Anheuser-Busch InBev CEO Michel Doukeris as a response to the company’s sales professionals suffering less commissions due to the backlash against the marketing for Bud Light beer.

Doukeris, to his credit, promised to pay the company’s salespeople a lump sum that would result in their income for last month being at or above where it would have stood without the losses.

This article is not about the angry response by a segment of Anheuser-Busch InBev’s customer base or the social debate about the issue that caused it. It’s about the wording of the communication used with employees.

Doukeris deciding not to blame the employees whose job it is to build and maintain relationships, sell product and grow the brand was noticeable and honorable. Not all CEOs would have conducted themselves in such a responsible manner.

Some, maybe many, would have displaced blame. Doukeris didn’t.

The Villiers network aggregates over 10,000 private aircraft across 40,000 destinations worldwide, directly connecting you with the best private jet charter prices available from across the market.

Access the lowest prices from the largest global network of private aircraft and benefit from the round-the-clock service & advice provided by our team of charter experts prior to booking.

No queues. No delays. Private VIP terminals and unparalleled flexibility will literally save you hours, meaning more time to spend on the ground at your destination. Contact Villiers Jets here or click the image above.

What additionally stood out was what came after, “None of this is your fault,” when Doukeris followed that with, “… and none of this is my fault.”

Why was that communicated? Was it helpful? Necessary? Defensive? Risky?

Obviously and maybe understandably, blame was on the mind of this executive — both escaping it and relieving sales professionals of any thought that company leadership believed that they were not doing their job well.

Doukeris wanted to do the right thing with his communication so his people knew he and the company weren’t blaming them for a corporate marketing decision and that he would, at least in the short term, make things “right” financially.

Yet did Doukeris also simultaneously focus on absolving himself of blame, did he need to do so and was it a good look?

“Assuming that it was (a) both timely (statement) and well-directed, I would give the CEO's response a B+ (grade) overall,” says regular contributor Bill Catlette, an executive coach and advisor and managing partner at Contented Cow Partners, a leadership and workforce advisory company. “It addressed the elephant in the room — sales commissions getting hurt by exigent circumstances — and proposed what seems quite fair relief to the matter. Problem solved.”

When asked about how the phrasing, “… and none of this my fault” may have been received by salespeople and critics of Doukeris’ leadership, Catlette says those words likely weren’t his words, at least not until they were communicated with his name on them.

“Whoever drafted the CEO's response was likely a communications professional several paygrades south of the CEO’s,” Catlette says, while pointing out the perception and cold reality, “It went out over his name, so he owns it.”

It’s out there. Done. Now what?

“Were I coaching Mr. Doukeris on the matter, we would likely have a conversation reminding him that what’s fair or unfair to him — if material at all — is probably best kept between he and the Board,” Catlette says. “He should probably ask the Comms (communication) team to be mindful of that preference going forward.”

If Doukeris wanted to impress more, beyond his respectful communication to salespeople and the assurances that they would not suffer financially, he could walk the extra mile, Catlette asserts.

“If he wanted to put a ‘cherry on top’ as a matter of relative fairness, he might see to it that, while commission adjustments are being made for commissioned sales professionals, sales and executive leaders would participate in such relief, on the premise that officers should bleed first — and most,” he says.

There are times in people’s professional lives that they communicate something in error verbally or in writing that they quickly come to learn was an error. If this leader is stressed about what he said or receives blowback, the question arises, what should he consider doing as a helpful response?

“If Mr. Doukeris was in error,” Catlette says, “it was a matter of style rather than fact or substance. It didn't confuse anyone. As far as the general employee population is concerned, he needn’t say anything.

“If he wants to capitalize on a teaching moment with his leadership team, he might point out, in some appropriate forum his (possible) error and advise them that managers should generally err on the side of seeking and accepting responsibility for things that have gone poorly and shedding responsibility for things done well.”

In short, Catlette concludes, “That way it creates some muscle memory for him and those around him and a tangible lesson for others.”

Publisher’s Note: For advertising menu selections and pricing, please click the black box in the upper right-hand corner of this website to initiate a conversation. For affiliate marketing partnerships or business listings, job listings or to advertise you book in the book store, please also begin a conversation by clicking the black box in the upper right-hand corner of this website.