When too much CYA backfires

Some operators speak in a way that's overly CYA (cover your ass) as a defensive tactic to prevent getting into trouble if things go wrong. Here's why that doesn't work, and what to do instead.

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Read time: 6 minutes

Years ago, I had a direct report who I adored.

They were hard working, had finesse when handling customers, and were eager to do a great job, which was all more than half the battle.

But they had some downsides:

They took feedback personally. They wouldn’t get defensive though. Instead, they would be overly-apologetic and feel terrible about disappointing me, to the point where I had to talk them off a ledge and attempt to help them develop a right-sized reaction to what I was saying.

They also had this strange tendency to speak with a CYA (cover your ass) vibe.

At first, it was hard to put my finger on it.

Over time, I realized they were trying to prove they were extremely committed—and therefore, the logic goes, they should be beyond reproach.

This person had felt traumatized from negative experiences earlier in their career, so I get where that came from. I want to write about this because this is something your manager or colleagues would probably never tell you because they’ll seem like a jerk.

So I’ll say it, because I believe if you want to advance in your career…

You should avoid having an overly obvious, performative CYA vibe.

It makes you seem nervous and afraid.

It prevents your manager from being able to speak plainly to you.

It can make people hesitant to give you feedback, lest you interpret it as questioning your intelligence/ability/commitment.

To be clear, different work cultures require different degrees of CYA. So if your work environment necessitates it, do what you need to do to protect yourself. In this post, I’m focusing on situations where there might be a mismatch in how fearful you’re acting vs how fearful you should be acting.

Often, we hold onto past negative experiences and carry them into our current environments, without stopping to question whether this new environment warrants that behavior.

So I’m not saying “stop all CYA.” I’m simply saying, don’t over-do the CYA.

Okay, back to my former direct report. Before a project started, they’d say stuff like this:

“Here's what I need to perform at my absolute best. I'm totally committed to doing a great job here. In order for me to make sure I’m delivering for you, can I ask for some guidance on this process?”

This isn’t egregious, and I know they had good intentions. And I liked that they checked in about expectations before getting started.

Still, there was something in the execution that felt weirdly formal, like trying too hard to be of service. It’s like saying, “I’m trying really hard. You can’t be mad at me because I’m trying so hard.”

It feels a bit uncomfortably servile. They’re downplaying their own agency while emphasizing they are being of service to their recipient (me, in this case). Normally, it’s good to be recipient-focused in your messaging, but this is too on-the-nose.

It feels like putting on a show of dedication, rather than simply being dedicated.

See if you can spot the difference between these statements:

🚫 “I'm totally committed to making this launch successful. To ensure I don't miss anything critical, could you outline exactly what metrics you'll be using to evaluate the results? I just want to make absolutely certain I'm focusing on the right priorities.”

✅ “As we prepare for the launch, I’d like to confirm which metrics matter most when we evaluate this project. That way, we can build our strategy around the most meaningful outcomes.”

^ At first glance, the two messages seem pretty similar. But the nuance in the execution makes a big difference.

The former makes you sound overly-eager and more junior than you actually are.

For example, asking about metrics you’ll be using to evaluate results heightens the fact that you are being evaluated, and that your manager has the power to evaluate you. This might be true, but you don’t need to emphasize it this way.

Notice how in the “after,” you still ask about the metrics and show effort, but you’re professional, calm, and grounded about it.

🚫 “I want you to know that I take this responsibility very seriously. I’ve blocked off my weekend to dive deep into these numbers because I believe this analysis deserves nothing less than 110% of my attention.”

✅ “I’ve reviewed the data and see some interesting patterns. I'll have the complete analysis by Monday, which gives me time to validate the findings.”

^ The “before” is trying prove that you are extremely dedicated to your job. It sounds like you want your manager to say, “Oh my gosh, you don’t need to work this weekend!”

It sounds like you want them to feel a bit guilty and try to convince you not to work so hard.

🚫 “I'm absolutely dedicated to executing your vision. To make sure I don't disappoint you, could you please share your expectations? I promise I’ll follow your direction and check in often to make sure I’m on the right track."

✅ “To make sure we're aligned, I’d love to discuss your key priorities and what success looks like. That way, I can make informed decisions as we move forward and bring you relevant updates.”

^ Again, on the surface, the “before” vs “ after” seem similar. The difference is in the underlying posture. The “before” has a performative, I’m-going-to-try-my-best vibe that seems like trying to prevent potential criticism downstream.

For example, emphasizing “your vision” and “your expectations” and “your direction” all heighten the power differential between you and your manager.

The “after” says the same thing—that you want to align on what success looks like, without the drama.

What you can do today

When you heighten the status difference between you and your manager, this might seem harmless on the surface. It’s just you being super committed and wanting to do a great job, right?

But peel back a layer, and there’s often a subconscious expectation:

“You (my manager) are the one in charge. I’m doing as you say. If this doesn’t work, it’s not my fault.”

Stop trying to absolve yourself of responsibility. Even if your role is primarily execution, your manager wants you to have a point of view. They want you to be an active participant and speak up about what’s best for the business.

Also, this is important: Your manager will still hold you accountable if you disagreed with their guidance, but didn’t speak up.

The fact that you “tried really hard” won’t save you.

The next time you catch yourself veering toward an overly-performative CYA statement, take a moment and pause.

Think to yourself: “My manager will likely hold me accountable for the results regardless. How can I say what I want to say in a way that is less dramatic, and more grounded, calm, and objective?”

Have you noticed colleagues who speak this way, or do you notice yourself speaking this way? What could you do differently next time?

Hit reply because I’d love to hear from you. Thanks for being here, and I’ll see you next Wednesday at 8am ET.

Wes

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