Upload
eugene-matthews
View
214
Download
0
Embed Size (px)
Citation preview
7/31/2019 Keys to Good Leadership - Get Off the Blame Train
1/4
Photo credit Alan Vernon under
Keys to Good Leadership:
Get off the Blame Train!
7/31/2019 Keys to Good Leadership - Get Off the Blame Train
2/4
This is the 4th installment to the Keys to Good Leadership series, by Eugene Matthews. 2012
Keys to Good Leadership: Get off the Blame Train!
Professionals, who want to be winners instead of whiners, must first accept responsibility for
their actions, and get off the blame train. For those unfamiliar with this mode of transportation,
the blame train makes stops at every its not my fault opportunity:
...its because the mail was late, its not my fault....my alarm, roommate, spouse, parents, etc.
didnt..., its not my fault....I didnt have time to...its not my fault.
Do these excuses sound familiar? No one can discount natural disaster,
serious emergency medical issues, or unexpected tragedy as viable
reasons why work was not performed or under-performed, however
these issues dont remove individual responsibility. Variations of the 6
Ps aphorism, Proper Prior Planning Prevents Poor Performance
have been used to outline that most, if not all elements found in a failure
can be minimized, mitigated, negated, or avoided.
Blaming is a natural defensive response to actual or perceived threats, or questioning of
competency (Felstiner, Abel, & Sarat, 1980; Tennen & Affleck,1990), therefor overcoming this
natural tendency requires effort. Jeremy Bentham (1748-1832), an English philosopher and
political radical famously developed the hedonistic calculus. This theory suggests an individual
will repeat activities for which they are rewarded, and not repeat activities for which there is no
reward. The principles to good leadership support Benthams theory.
The rewards for getting off the blame train include an uptick in responsibility, as a result of
increased reliability; an enviable track record for thoroughness that will be appreciated and
feared at the same time; and a boost in confidence stemming from growing competence. The
question is how to get to the rewards? The answer begins with setting standards and maintaining
them, as well as setting goals and achieving them. Once these procedures become routine and
integrated into regular operations, the leader, coach, mentor, or manager need only maintain and
fine-tune them to reach their rewards.
Consider the police officer who, upon arrest, routinely searches the suspect,
diligently processes evidence, and unerringly advises the suspect of their legal
rights. In most law enforcement circles, the top three things that will call into
question an officers integrity and or safety are proper evidence processing, proper searches, and
proper rights advisement. Understanding these pitfalls even before suiting up, gives the
professional officer a distinct advantage over their peers. Reviewing and practicing proper
procedures before they need to be enacted, better prepares the officer for unexpected situations.
Finally, regularly participating in scenario-based training can instill a sense of realism needed in
a constantly changing environment where no two situations or events will be the same. The prior
7/31/2019 Keys to Good Leadership - Get Off the Blame Train
3/4
planning and proper preparation will present the office with the best opportunity to achieve a
successful outcome.
Note: In the public safety industry, which would include fire, police, medical, or military, excuses hold little
weight when balanced against safety, security, or health.
Consider the business professional in a customer/consumer service oriented industry. Unlike
industries where a product is the driving force behind repeat business, in the service-oriented
industry the personal interactions, professionalism and competence of the vendor are key. In the
restaurant industry, for example, the host and wait staffs are the first and last interactions patrons
have with the establishment. Good service can overcome or marginalize average food re: fast
food chains; conversely, average, poor, or marginal service will overshadow gourmet fare.
Interestingly enough most people expect better service from high-end establishments, and are
enthusiastically surprised when they receive high quality service from establishments not
considered high-end. In nearly every instance the key ingredients to success in the service
industry include, professionalism, courtesy, honesty, and diligence, some of which can betrained, much of which must be learned.
Note: This above is a generalization of food service.
Like the police officer, scenario based training will reduce seats on the blame train, when sub-par
performance is identified. When customer service representatives role-play worst-case scenarios
in dealing with unsatisfied customers, they better prepare themselves to perform in a
straightforward and professional manner, without making empty promises. Dealing with
customer complaints and lack of satisfaction seems to be best approached with something along
the lines of, I apologize for the inconvenience this matter has caused you, and I want to help
resolve it for you. This approach offers an acknowledgement of responsibility, an establishmentof good intention, and a promised effort at resolution. No blame, condemnation, or excuses.
In accepting responsibility, the professional also avoids the stigma a Teflon Don (August,
Barovick, Bland, & Carcaterra, 2002). The level of maturity demanded for this bold step has less
to do with age or tenure, than it does with goal directed intentions for success. The 6 P s are a
solid foundation on which to build a reputation for excellence, however diligence and effort are
also required. Additionally constant alertness to opportunities to improve must be maintained,
lest complacency appear. Begin with the simplest ensuring the success of the simplest of
commitments such as, getting to work, and meetings on time or early; returning messages
promptly; and seeking and accepting difficult projects. These efforts could easily be containedunder a heading such as Time Management; however, accepting responsibility has less to do
with time and more to do with commitment.
One successful method to enhance effectiveness is use of the after activity, or post project
assessment. This method may be conducted as a self-evaluation, a group evaluation, or a third
party assessment. The goal of the review is to identify what was and was not done well, and
7/31/2019 Keys to Good Leadership - Get Off the Blame Train
4/4
identifying what required improvement. It is essential that the evaluation begin with positive,
before moving on to the negative aspects of an operation. Further, if the technique is to have any
impact or success on future projects or operations, the review must be memorialized. Once the
assessment has been recorded, brainstorming efforts for improvement can be outlined. To be
valid, an objective and authentic assessment assumes room for improvement exists in any
operation or project.
Conclusion: Individually post project assessments can be challenging, but when the process
involves a group of individuals, the task can become contentious. For these and other reasons,
objective disinterested entities are often best suited for such evaluations. A report can be
produced and distributed to the members of the examined group, which will aid in further
distancing professionals for boarding the blame train.
References
August, M., Barovick, H., Bland, E. L., Carcaterra, K., & al, e. (2002). Died. JohnGotti. Time, 159, 21-21. Retrieved from
http://search.proquest.com/docview/212792793?accountid=27965;
magazine/article/0,9171,1002730,00.html
Felstiner, W., Abel, R., & Sarat, A. (1980). Emergence and transformation of disputes-naming,
blaming, claiming.Law and Society Review, 15 (3-4), p.631-654
Matthews, E. (2012). Keys to good leadership series. Leadership, Coaching and Mentoring,
1(84). Retrieved from www.ledcome.com
Tennen, H., & Affleck, G. (1990). Blaming others for threatening events. PsychologicalBulletin, 108(2), p. 209-232.doi: 10.1037/0033-2909.108.2.209