Kick the Can Down the Road

February 5, 2025

By Dave Bushy, PCC

Ever hear someone say, “We’ll circle back on that,” or “Let’s table that for now?” 

Each of these remarks can have a variety of meanings, but in my experience, it usually just signifies: “Let’s kick the can down the road.”

As humans working in organizations, leaders and their teams often choose to tackle the easier issues and put off the harder ones.  In my time as an executive, I often found easier meant less complex.  And very often less complex meant we were bypassing the challenging issues that needed solutions, clarification and understanding.  And when we chose to put off the difficult, complex work, the outcomes were never particularly optimum or even good.

I recall a period of intense negotiations with unions.  It was apparent to me that the union leaders had developed a strategy and an “end game” to both the process of negotiations and their expected economic and work-rule outcomes.  Their plan was solid.

It was clear to me that our senior leaders had not developed similar strategies.  A small HR management bargaining team had been put into place to negotiate, who only occasionally sought input from the operating departments.  Simultaneously and equally siloed, the Finance Department analyzed economic proposals – all without deep dives with the operation’s leaders.

There was no place we could all come together to develop and discuss strategy and analyze all the ramifications of each of the items on the bargaining table. 

Some of us proposed a “Strategic Planning Group” to create a cohesive, coordinated plan that would tackle the complex issues in a holistic way.  That’s when I first experienced the concept of “Kick the Can Down the Road” in a senior corporate setting.  In this case, it was the EVP of HR who repeatedly said “Let’s talk about that later.”  “Later” never came and the outcome of negotiations wasn’t a surprise for me when it was finally concluded.   But it was for the EVP.

As an executive coach I’ve worked with dozens of companies throughout the world.  None of them are the same, and yet inevitably there are similarities like the one above related to how their teams approach – or avoid – the nettlesome and complex issues they face. 

When I notice a client who seems to be leading a team that is deferring or avoiding difficult decisions, I might mention the metaphor of kicking the can down the road.  If it resonates with the client, it opens up avenues for me to pursue with them to help them navigate the situation.

“What is the issue you are facing?” I might ask.

“Well, I’m not really sure.”

“About the issue or how it’s being decided?”

“Well, to be honest, I don’t think we’ve spent a lot of time defining the challenge.  We might need to do that soon.  We just haven’t had the time to dive into it – other things seem to be getting in the way.”

“Tell me what ‘soon’ means for you and the team.”

“You know, in the next couple of weeks.  Or maybe the next couple of days.”

“What’s getting in your way?”

“The issue is so darn complex, it just seems that we choose to bypass it, hoping that we can spend the time exploring it somewhere in the future.  The can keeps getting kicked further and further down the road, for sure.”

“So, do me a favor – please look at that metaphorical ‘can’ for me.  What is in that can?”

“Good question,” the client might say, smiling.  “Clearly identifying the core issues, the challenges of implementing change, the personalities involved and the resources available. And so much more!  The can is pretty well filled with stuff.”

“What do you experience when you explore those contents?”

“Clarity.”

“What else?”

“Focus and a sort of liberation in knowing what’s in there.”

When answers like those emerge, it provides the client the opportunity to explore the realities of the “can” that is being kicked down the road.  And from there they can choose to stop kicking it and start working on the issues contained in the “can.”  From there the team has the opportunity to make progress on the complex issues they are facing by identifying what is involved, creating strategies for change, and having a common understanding of the goal and the strategies.

Dave Bushy of Boston Executive Coaches – bostonexecutivecoaches.com – is a an ICF-certified coach who was trained at the Gestalt International Study Center (GISC).  Dave is a former U.S. Army officer and senior airline executive who works with leaders throughout the world.

Image by Gerd Altmann from Pixabay

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