Leaders won’t get better results organisationally by focusing on the faults or poor behaviour of their employees. Leaders would be more effective by focusing their efforts internally, that is, working on their own self-awareness, self-deception, self-betrayal, blind spots and inadequate care. Blaming others for a lack of results suggests that the problem is “out there” and that others should get “fixed” to turn things around.
Almost all people, when starting a term of employment, want to work with commitment and help the organisation succeed. They are grateful for the job and for the opportunity. They want to do their best – for their company and their co-workers. A year later, however, people that were formerly committed, motivated, engaged, and looking forward to working with a team now have issues in many of those areas. They now perceive everyone being against them, others not pulling their weight, the boss being a jerk, and so on. Everyone else is at fault for a lack of results and work is not the fun that it used to be. The same is true for those in leadership positions, as they battle with themselves in an environment of pressure, corporate politics, protectionism, and unrealistic expectations.
Blaming others or external circumstances is the default mode of the human being. The practice demonstrates a lack of taking responsibility for the way we turn up for work or for our families and friends. Blaming is not always expressed overtly but often sits internally as one’s mind looks for external reasons for feelings of loss, pain, inadequacy and the like. Leaders do this frequently as they make excuses and blame others rather than focus on what they can do right to help. They neglect to help others succeed as they are weighed down by the issues.
For leaders, blaming doesn’t help in bringing positive change. Any attempts come from a deficit in attitude – I am right, and they need “fixing”. This deficit is easily perceived by others and eats away at trust. Perhaps the answer for leaders lies in rectifying ‘approach’, e.g.: not seeing employees as objects but as precious human beings; finding people doing things right, rather than ‘snoopervising’ to point out where people are doing wrong; encouraging, rather than ranting; helping, rather than ordering; asking questions, rather than telling; caring authentically, rather than superficial greetings; and setting the example, rather than pointing out the way. Developing trust through authentic leadership attitudes and actions creates the environment where all employees are concerned about achieving great results.
Ultimately, the journey to unlocking our full potential as leaders lies within us. By nurturing the development of our self-awareness, taking responsibility, correcting poor attitudes, and enjoying the process, we not only enrich our own lives but also inspire those around us. Let us embrace care and kindness, strive for personal growth, and lead with authenticity. In so doing, we pave the way for a fulfilling and impactful life, leaving a legacy that speaks volumes of our true potential.
