Some tech managers have a dangerous habit: they dodge problems that overrun timelines or budgets like they’re avoiding a plague. You’ve heard it before—phrases like, “I don’t want to hear about the bugs,” or “Let’s not talk about <delayed feature>.” They act as if ignoring the issue will make it disappear. Ignoring reality won’t fix the problem.
“Reality is in short supply”
— Anon
When managers sidestep these “XYZ” problems, they’re not just avoiding tough conversations; they’re sabotaging their mission. Every hour or dollar spent on a runaway issue is a resource stolen from innovation, customer value, or team growth. That delayed project? It’s not just late—it’s draining developer time that could be spent building the next big feature. Those unexpected costs? They’re eating into budgets meant for scaling infrastructure or hiring talent. Ignoring XYZ doesn’t stop the bleeding; it hides the wound until it’s septic.
The delusion is thinking silence equals control. Managers convince themselves that by not addressing the issue, it’ll magically resolve itself. Newsflash: problems don’t self-correct. They fester, compound, and erode trust. Teams notice when their boss buries their head in the sand. Morale tanks, and the best engineers start eyeing the exit.
Instead of playing ostrich, managers should drill into the problem. Ask: Why is this taking longer? Where are the bottlenecks? What’s the root cause? This isn’t about blame—it’s about clarity. Understanding the issue lets you reallocate resources intelligently, adjust timelines realistically, or pivot strategies entirely. It’s not sexy, but it’s effective.
Stop pretending XYZ doesn’t exist. Face it, dissect it, fix it. Your mission deserves better than a manager too scared to confront reality.
Luke Scott 