| Mistakes are a chance to correct an action or a | | | | The next step is Forgiveness. Real, measurable |
| change a course of action. It is an entirely human | | | | progress is stopped by a lack of Forgiveness. It is |
| characteristic to acknowledge mistakes and then | | | | a critical first step towards correcting, making and |
| correct them. It is also characteristic to not admit | | | | following a course of action. |
| mistakes, blame others or deny that a mistake | | | | Forgiveness is the beginning of the healing |
| happened. | | | | process. Forgiving ourselves, others and the |
| Leaders cannot afford the luxury of those | | | | organization is a test of faith or belief. It is this |
| ineffective actions, as people are dependent on | | | | "Belief" that no matter the circumstances, no |
| the Leader to recognize that something is awry, | | | | matter the odds or the mistake, we can move |
| decide on a course of action to correct it, and | | | | forward, together or alone if necessary. |
| then take the action necessary. | | | | This act of Forgiveness does not take the place |
| What follows is the Leaders Decision Tree for | | | | of Planning or Action, yet true sustainable results |
| Correcting Mistakes. | | | | cannot be achieved without it. |
| We begin with the first step which is | | | | Forgiveness is followed by Review and Planning. |
| Acknowledgment. This is probably where most | | | | This is a crucial critical thinking activity. The |
| mistakes stop being corrected. It's because we | | | | Review is a breakdown and analysis of what |
| are all blessed with this human thing called "Ego" or | | | | went wrong, what went right and how can we do |
| "Realized Self." The problem is that if the mistake | | | | more right than wrong. It is a complete |
| is really big or egregious or simply too much for | | | | examination of the facts and the Actions that |
| our "Realized Self" to handle, we blame something | | | | were taken. Determining what went wrong is |
| else. "It's not my fault", "somebody else"...etc. We | | | | followed by Planning. It's the process of removing |
| have all been there. | | | | the "guesswork." It is also intuitive, flexible, |
| And, therein is the problem. We become | | | | adaptable and changeable as needed. |
| concerned with fixing blame and not fixing what's | | | | A rigid Plan that must be followed explicitly and |
| wrong. And when that happens, the mistake or | | | | has no room for adaptability or change is a very |
| problem will, in most cases, not be corrected and | | | | poor plan indeed. Effective Planning includes |
| perpetuate. | | | | Variables, has room for Initiative and takes into |
| Leaders Acknowledge the mistake, identify it by | | | | account the Human Element. |
| name and therefore, bring a light to shine on it. | | | | Lastly, Leaders know that at the end of the |
| They are mostly concerned about progress, and | | | | Decision Tree, they must take Action. After all, |
| if the mistake started with them, they know that | | | | the end result is to correct an action or change a |
| progress will occur through them. And, they grow | | | | course of action. It is not an attempt to "turn |
| because of it. | | | | back the clock", "change somebody" or other |
| Leaders talk about the "smelly things" even if the | | | | fruitless efforts that result in failure, feeling |
| smell comes from them. They don't shy away. | | | | desperate or ineffective results. |
| It's this ability to focus on what needs to be done | | | | Mistakes are opportunities to take Action. It is |
| after the "smelly stuff" stops that makes them | | | | through this commitment to taking Action that |
| Leaders. | | | | our lives become meaningful and powerful. |