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Keys to Good Leadership: Get off the Blame Train!

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

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 be trained, 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 establishment of 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 Ps 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 contained under 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

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. John Gotti. 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. Psychological Bulletin, 108(2), p. 209-232.doi: 10.1037/0033-2909.108.2.209