How should a leader handle “human” moments? What response should a leader have when they are confronted by their own failings? What should and shouldn’t they do?
When leaders are exposed to their own weaknesses, shortcomings, and incompetencies, they will quickly confront reality and change. However, when non-leaders are exposed to the similar circumstances, they will run to rationalizations, suffering from “sour grapes” syndrome. Since Sturgeon’s Law applies to business, sports, and the arts, why should anyone be shocked the 90% of the people in business are in need of further change in order to produce results? They can achieve victory, but only if they are willing to grow personally. This revelation leaves people with only two choices: change or blame. It’s a sad indictment on our culture today that so many choose to blame rather than to change.
YOU make your own bed in life, but you must also sleep in it.
Orrin Woodward mentions Sturgeon’s Law. This is the truism that 90% of what is available is not worth our time and efforts, while 10% is worth it. In endeavors dealing with people, the application is 90% of the work being done by the 10%, who are the leaders.
I often see, as Orrin said, when most of us have “human” moments, we follow the 10% of working on it, then do what we can to avoid the pain and embarrassment of our faults, failings and foibles. Leaders, however, do that 90% work, face their “human” sides and work to change them. Every time a leader changes something that hinders them, they become better people and, in the process, better leaders.
It has been said if a living thing isn’t growing, it is dying. Leaders live this out daily. May it be so said of all of us.