Jake sensed something was wrong and wondered why people seemed to value his contribution less and less. Teammates didn’t ask him for help, even when he could have provided valuable assistance. Sometimes he would deliver something that never seemed to be used by anyone. Jake was frustrated and lonely .

Jake’s view of the organization was that mistakes should never happen and admitting fault was showing weakness in front of others. He is still struggling with this issue and seems unwilling to admit his mistakes to others.

The reality is that things change, mistakes are made, and miscommunications happen. You cannot run away from this just because it is uncomfortable. You must address situations quickly so life can move on.

People tend to have a surprising tolerance for flaws and mistakes. After all, each of us is painfully aware of our own shortcomings and problems. If you take responsibility for your actions and fix problems quickly, you can often be seen as more valuable than those who never made mistakes. It is counter-intuitive, but true.

The difference between doing a bad job and making a mistake is whether you correct it and learn from the experience. If you are constantly correcting your mistakes and making new ones, that means you are learning and growing. If you are making the same mistakes, it is time to step back and examine your fundamental approach and underlying assumptions. Perhaps you need help from others to find a different way to solve the problem.

This is also valid at the group or even the corporate level. The IBM culture is famous for the philosophy of taking responsibility for customer satisfaction, whether or not it was IBM’s fault. IBM recognizes that respect from customers is worth far more than the ability to place blame and pass the buck. Customers do not expect companies to be flawless, but they do expect and even demand that problems be addressed quickly.

In 1982, Johnson & Johnson experienced a crisis when bottles of Tylenol were laced with cyanide in Chicago. The company was saved when they took quick, decisive action to correct the problem by recalling products from shelves across the country. The public was shaken about the initial deaths, but the true character of the company was shown by how they reacted to and corrected the problem. Other companies that try to avoid responsibility for problems suffer enormously, and often go bankrupt over issues that could have been corrected.

Look in the mirror to assign blame, look out of the window to assign praise.

—Robert Hughes, Coach

Section 22: Vocally Support the Organization’s Goals

Overview

Several years ago my organization was struggling with some big changes in our industry. After a time, employees divided into two groups: those who supported change and those who resisted it. I found when I talked with the change resisters that my personal view of the future became more limited and more pessimistic. My own doubts and fears were magnified with no solution in sight. If I dared to mention something I agreed with, my point of view was soundly devalued.