The next time you feel the need to reach out, touch base, shift a paradigm, leverage a best practice or join a tiger team, by all means do it. Just don’t say you’re doing it.
If you have to ask why, chances are you’ve fallen under the poisonous spell of business jargon. No longer solely the province of consultants, investors and business-school types, this annoying gobbledygook has mesmerized the rank and file around the globe.
“Jargon masks real meaning,” says Jennifer Chatman, management professor at the University of California-Berkeley’s Haas School of Business. “People use it as a substitute for thinking hard and clearly about their goals and the direction that they want to give others.”
To save you from yourself (and to keep your colleagues and customers from strangling you), we have assembled a cache of expressions to assiduously avoid.
We also assembled a “Jargon Madness” bracket – similar to the NCAA college basketball tournament – featuring 32 abominable expressions. Each day, for 32 days, readers will get to vote, via Twitter, on one matchup. The goal: to identify the single most annoying example of business jargon and thoroughly embarrass all who employ it and all of those other ridiculous terms, too.
Click here to cast your votes. Share the bracket with your friends and colleagues. With any luck, you’ll encourage a new best practice: real communication.
In the meantime, here are some of the worst offenders Forbes has identified over the years. For a full list of 45, click here.
This awful expression refers to a firm’s or a person’s fundamental strength – even though that’s not what the word “competent” means. “This bothers me because it is just a silly phrase when you think about it,” says Bruce Barry, professor of management at Vanderbilt’s Owen Graduate School of Business. “Do people talk about peripheral competency? Being competent is not the standard we’re seeking. It’s like core mediocrity.”
This means agreement on a course of action, if the most disingenuous kind. Notes David Logan, professor of management and organization at the University of Southern California’s Marshall School of Business: “Asking for someone’s ‘buy-in’ says, ‘I have an idea. I didn’t involve you because I didn’t value you enough to discuss it with you. I want you to embrace it as if you were in on it from the beginning, because that would make me feel really good.’”