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Yet, one simple "rule of business" remains constant. Your organization's ability to execute is the ultimate determinant of your success. And, when it comes to effective execution your potential roadblocks are many.
At Ford Business Consulting, our specialty is helping organizations overcome obstacles to superior execution by tuning the human system to support the business strategy.read more...
At Ford Business Consulting, our specialty is helping organizations overcome obstacles to superior execution by tuning the human system to support the business strategy.read more...
Leadership - Does authenticity count?
“When should a leader apologize?” That’s a good question. And the answer in an article by that title in the April, 2006 Harvard Business Review falls far short. The article’s logic focuses heavily on the pragmatic, strategic results of apologies. A leader’s “genuine remorse,” receives only passing mention, “ an apology is extended because it is the right thing to do.” To discuss mistakes and apologies for 9 pages with only this nod at a leader’s need to be authentic is something the authors should apologize for!
When a leader has made a mistake and knows it, not to apologize is to compromise that leader’s integrity and authenticity as a person.
An authentic leader is trusted, an inauthentic one is not. Being willing to own up to a mistake and apologize to those affected is an opportunity to be authentic, to truly lead. If the leader can’t take responsibility for mistakes, how can followers be expected to? Indeed, if the leader is unwilling to be authentic, how can he expect followers to follow???
While strategic apologies can be useful, the ability of a leader to lead fundamentally depends on trust. And trust fundamentally is grounded in authenticity.
When a leader has made a mistake and knows it, not to apologize is to compromise that leader’s integrity and authenticity as a person.
An authentic leader is trusted, an inauthentic one is not. Being willing to own up to a mistake and apologize to those affected is an opportunity to be authentic, to truly lead. If the leader can’t take responsibility for mistakes, how can followers be expected to? Indeed, if the leader is unwilling to be authentic, how can he expect followers to follow???
While strategic apologies can be useful, the ability of a leader to lead fundamentally depends on trust. And trust fundamentally is grounded in authenticity.
Labels: leadership, trust