Correcting Leadership Mistakes Part I
In a Harvard Business Review article, Deborah Grayson Riegel writes about the pain in making mistakes. But when a leader makes mistakes, the pain can feel more profound when you know others are following.
When our mistakes cause others to question our expertise, our identity can be shaken. This often results in arguing, blaming others, withdrawing, deflecting accountability and/or digging in our heels.
When our leadership mistakes surface, Riegel advises that we have a conversation. First, with ourselves, then with each party involved in the transgression.
She recommends that each of these conversations should have three important parts. In this series we will address each of these aspects of correcting mistakes.
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