On April 7, 2008 the Boston Red Sox made their peace with Bill Buckner when they invited him to throw out the ceremonial first pitch in Fenway Park to open the 2008 season. As all BoSox fans will remember, Buckner was the first baseman who allowed a routine ground ball to dribble through his legs during the 1986 World Series.
In truth, as reported in the Boston Globe, it was Buckner who demonstrated true forgiveness. “I really had to forgive, not the fans of Boston, per se, but I would have to say in my heart I had to forgive the media… For what they put me and my family through. So, you know, I’ve done that and I’m over that.”
Forgiveness is one of the deepest acts of human compassion. While the concept has been tarnished to a degree by celebrity transgressors who beg forgiveness on Larry King Live, the act of forgiveness itself remains noble. The person wronged accepts the failing of another and moves forward. You can also consider it an act of leadership and one that managers would do well to keep in mind as it applies to employee missteps.
Be vigilant. Employees will make wrong moves and poor decisions; they sometimes act nastily toward fellow employees. Once the mistakes are known, they must be acknowledged. So often however employees fear the consequences of their mistake and so they cover it up. Such a cover up, as most politicians learn, is worse than the crime. Better to own up quickly. But since this does not always happen, managers need to keep their eyes open for trouble and act promptly when the mistake is known.
Own to the issue. When the mistake is revealed, have a conversation with the employee. Ask why it happened. Determine the fault first; it could be lack of time, resources or courtesy. Insist that the employee own up to the mistake. Firing people for an error in judgment or a minor incivility is short sighted. Better to give the person the opportunity to do it right the next time.
Expect a solution. Accountability is the root of successful management. Owning the problem means you can participate in owning the solution. Allow the individual the time and means to correct the mistake. Doing so gives the individual the opportunity to do it right the second (or third) time and learn from the experience.
Keep in mind not all apologies are genuine. People will backslide. Unless they truly have a change of heart and accept the consequences of their actions, they will continue to make mistakes. It will then fall to the leader to hold the transgressor accountable. If problems persist forgiveness of the heart may occur, but forgiveness on the job may not. The person may need to find work elsewhere. [Aggressive behavior in the form of bullying or harassment may require legal intervention.]
Vigilance, problem ownership and solution finding lay the foundation for forgiveness to occur. Forgiveness reminds leaders of their own frailty. To think that you never make a mistake – or at least acting like it – is to invite catastrophe. You are tempting the gods of fate to send you into a tailspin. On the other hand, true forgiveness also reminds the one who forgives that he or she is imperfect. We humans are fallible creatures and the more we keep in touch with our inner frailties the more we can understand what we need to do keep them under control.
[ 1 comment ] ( 17 views ) permalink In truth, as reported in the Boston Globe, it was Buckner who demonstrated true forgiveness. “I really had to forgive, not the fans of Boston, per se, but I would have to say in my heart I had to forgive the media… For what they put me and my family through. So, you know, I’ve done that and I’m over that.”
Forgiveness is one of the deepest acts of human compassion. While the concept has been tarnished to a degree by celebrity transgressors who beg forgiveness on Larry King Live, the act of forgiveness itself remains noble. The person wronged accepts the failing of another and moves forward. You can also consider it an act of leadership and one that managers would do well to keep in mind as it applies to employee missteps.
Be vigilant. Employees will make wrong moves and poor decisions; they sometimes act nastily toward fellow employees. Once the mistakes are known, they must be acknowledged. So often however employees fear the consequences of their mistake and so they cover it up. Such a cover up, as most politicians learn, is worse than the crime. Better to own up quickly. But since this does not always happen, managers need to keep their eyes open for trouble and act promptly when the mistake is known.
Own to the issue. When the mistake is revealed, have a conversation with the employee. Ask why it happened. Determine the fault first; it could be lack of time, resources or courtesy. Insist that the employee own up to the mistake. Firing people for an error in judgment or a minor incivility is short sighted. Better to give the person the opportunity to do it right the next time.
Expect a solution. Accountability is the root of successful management. Owning the problem means you can participate in owning the solution. Allow the individual the time and means to correct the mistake. Doing so gives the individual the opportunity to do it right the second (or third) time and learn from the experience.
Keep in mind not all apologies are genuine. People will backslide. Unless they truly have a change of heart and accept the consequences of their actions, they will continue to make mistakes. It will then fall to the leader to hold the transgressor accountable. If problems persist forgiveness of the heart may occur, but forgiveness on the job may not. The person may need to find work elsewhere. [Aggressive behavior in the form of bullying or harassment may require legal intervention.]
Vigilance, problem ownership and solution finding lay the foundation for forgiveness to occur. Forgiveness reminds leaders of their own frailty. To think that you never make a mistake – or at least acting like it – is to invite catastrophe. You are tempting the gods of fate to send you into a tailspin. On the other hand, true forgiveness also reminds the one who forgives that he or she is imperfect. We humans are fallible creatures and the more we keep in touch with our inner frailties the more we can understand what we need to do keep them under control.
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