Betting on a Dead Horse? 

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As a manager, you’ve probably been in those meetings, right? The ones where everyone’s spinning their wheels, talking in circles, and nothing gets done. It’s like trying to ride a horse that’s already dead—no matter how much you whip it, it’s not going anywhere. And yet, some of us keep feeding these ineffective dynamics, thinking that perhaps things will magically improve.

Without a strategic mindset when approaching meetings, they can become arenas where productivity is sacrificed to defend one's turf or cling to old habits. In such environments, decisions are often made based on personal biases, past experiences, perceptions or a reluctance to challenge the status quo. 

When managers fail to apply a strategic approach to meetings,

they risk repeating ineffective behaviors. However, what I discovered in my coaching discussions is that while many managers do not like being caught in such dynamics and are aware when the discussion is being stalled, they are oblivious to how it happens. As a consequence, they are also oblivious to how they may have created the hijack of the meeting’s course or have been accomplices to it.

“Betting on a dead” horse is a significant error of strategy in management. When the racehorse is already dead, there is no point in changing the saddle, hiring a better rider, thinking on improving the horse training or improving the horse’s diet, thinking on how to increase the horse speed, or engaging an audit to justify the preparation efforts and expenses for competing in the race.

No such “solution” would solve the problem at hand - the fact that the horse is dead - and, thus, none of the ideas presented above would move the needle further. But how exactly do unaware managers fall into the trap of ”betting on a dead horse” in how they approach meetings?

Here are 10 signs indicating you might "bet on a dead horse".

1. Defending one’s turf

Focusing on protecting personal or departmental interests instead of collaborating openly with others to find the best solution for the team or company. While presenting your perspective is completely legitimate, expecting it to be the only one possible or correct is highly unrealistic. Open collaboration means you ask questions to understand better what you might not see, how the others are negatively impacted, or if there is a bigger picture you may not be aware of. Always bet on the fact that reality is bigger than you had access.

2. Shutting down forward-moving ideas

Dismissing or ignoring suggestions or ideas that have the potential to unlock situations, without considering their merit, just because they come from a different department, perspective, or a less poignant team member. While it’s natural to be protective of familiar approaches, assuming that new ideas have no merit just because they challenge the status quo is limiting. Focus your energy on what matters. Open-mindedness means listening first and asking how these fresh perspectives might bring value. Often, the best solutions come from combining diverse viewpoints. Embrace the possibility that the next breakthrough could be coming from a direction you haven’t yet considered.

3. Focusing on past mistakes

Rehashing previous errors or failures rather than moving forward and focusing on actionable solutions for current challenges. While learning from past experiences is important, dwelling on mistakes can prevent progress. Instead of getting stuck in what went wrong, a strategic mindset looks forward, asking what can be done differently now. Recognize that the past is a lesson, not a trap, and that energy is better spent on problem-solving and taking proactive steps toward the future.

4. Constantly blaming others

Pointing fingers at colleagues or other departments instead of acknowledging your own role in the situation. It's easy to deflect responsibility when things aren’t going well, but true leadership means owning up to your part and seeking solutions collaboratively. Blaming others only creates division and stalls progress. Instead, focus on what you can control - your response and your contribution as you go - and contribute to improving the situation. By setting an example of accountability, you encourage a culture of ownership that drives collective success.

5. Avoiding difficult conversations

Steering clear of necessary, uncomfortable discussions about poor performance, miscommunication, or unmet expectations to avoid conflict. While these conversations may feel awkward at the moment, they are essential for growth and improvement. Avoiding them only prolongs the issue and creates more tension in the long run. Facing tough discussions head-on not only clears the air but also fosters trust and accountability. By addressing problems directly, you create an environment where everyone feels empowered to improve and contribute their best.

6. Dominating the conversation

Overpowering the meeting by talking more than listening, leaving little room for others to share their ideas. This not only limits creativity but also discourages collaboration. Effective meetings thrive on diverse input, so make space for others to contribute and build on ideas collectively.

7. Sticking to the agenda at all costs

Rigidly following the meeting agenda without allowing flexibility for important issues that arise in the moment, missing opportunities for meaningful problem-solving. It’s crucial to recognize ideas with potential early on and give them space to grow. Acknowledge the value of new ideas and decide whether to incorporate them into the current discussion or address them separately—either way, be open to exploring fresh perspectives.

8. Refusing to challenge the status quo

Resisting change even when current processes are inefficient or outdated is a total waste of resources. Holding on to the familiar may feel comfortable, but it often prevents growth and progress. Embrace change as an opportunity to improve, innovate, and adapt—sometimes, the best solutions come from questioning the old ways and being open to new approaches.

9. Focusing on irrelevant details

Getting caught up in small, insignificant details that don’t align with the bigger picture, wasting time and energy on things that don’t move the needle. Instead, channel your efforts towards high-priority goals that drive real impact and progress.

10. Avoiding accountability

Failing to address necessary accountability matters and not creating an environment that encourages learning and growth within the team. While it can be uncomfortable to hold people accountable, it’s crucial for fostering development and improvement. Accountability is far away from blaming; it’s about creating the right conditions for people to learn from their mistakes and build on successes. Embrace the idea that when accountability is fully accepted, it drives the entire team forward and sets the stage for better performance and growth.

When managers fail to apply a strategic approach,

they risk repeating the above-listed ineffective behaviors. These behaviors are all akin to "betting on a dead horse," as none of them leads forward. When managers allow themselves to move beyond defense mechanisms and embrace a more strategic approach to collaboration and problem-solving, they open the door to more meaningful discussions and stronger team alignment, ultimately driving the organization toward its long-term goals.

As you reflect on these behaviors and how they may show up in your meetings, remember that recognizing these patterns is the first step toward breaking free from them. We all have moments when we fall into the trap of "betting on a dead horse," but with awareness and a strategic mindset, we can shift the course and move towards more productive, solution-focused conversations.

What other "dead horse" patterns have you encountered in your meetings? I’d love to hear from you! Feel free to reach out and share your experiences—let’s continue the conversation and explore how we can all improve the flow of our meetings for better collaboration and success.

As a coach, I’m here to help you shift these patterns in your professional life. If this resonates with you, I’d be happy to guide you through personalised coaching that will ultimately help you embrace your leadership transformation and take bold, actionable steps. If you have not done so already, why not reserve your complimentary strategic session? Together, we’ll work on unlocking your full leadership potential and creating a lasting impact on your life and your organization.

Until next time, keep thriving!

Alina Florea

Your Management Performance Coach 

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