Knowing How to Admit a Mistake to Your Team
27 November 2012
Read by 2156 persons
Stress, excess... sometimes managers make mistakes with their colleagues. "To err is human!" says the Latin proverb. So, make amends, you will gain credibility. Advice from Silvana Frazzetta, founder of Atmosphère Coaching.
Tripping up is part of life. It's one of the facets of risk-taking related to decision-making. Admitting a mistake or a weakness is another way of taking responsibility. You can do this without losing face in front of your team.
Tripping up is part of life. It's one of the facets of risk-taking related to decision-making. Admitting a mistake or a weakness is another way of taking responsibility. You can do this without losing face in front of your team.
"It's unnatural for a manager to admit to their team that they've made a mistake. However, tripping up is part of life. It's one of the facets of risk-taking related to decision-making. Admitting a mistake or a weakness is another way of taking responsibility. You can do this without losing face. And the team will respect their captain all the more if they are sincere. Another advantage is that it will be easier for them to reprimand a colleague who has made a mistake. Four scenarios under the microscope.
1. The Wrong Hiring Decision
"Here, I've gathered you to announce a decision that wasn't easy for me to make. I am ending my collaboration with Elodie*. When I chose her, she seemed very good. I believed in her potential and her commitment. Today I realize my mistake. I will be more cautious next time." Hearing the sighs of relief in the room, Mireille knew she had done the right thing. Because the latest recruit of this manager in the consulting sector was considered "off," "too personal," and "uncooperative" by her colleagues who were overwhelmed with work. Unmanageable in the long term!
The advice.
In this scenario, rather than confiding in one person or another, it's better to share your failure with the group that had to deal with the consequences. And be frank, the important thing is to remain factual and authentic. However, if Mireille gained points, it's also thanks to four precautions she took. 1/ Admitting her embarrassment. 2/ Not denigrating Elodie (she could also have highlighted her qualities). 3/ Preventing the team from doing so. 4/ Learning a lesson for the future.
2. The Wrongly Given Congratulations
The manager got her wires crossed. In a hurry, she confused Zoé and Myriam, and gave the laurels to one, ignoring the other. This happened behind the glass of her office, from where snippets of the praise could be heard. On the adjacent floor, everyone understood the mistake of this telesales center manager (50 employees). Turning pale, realizing she hadn't addressed the right person, she went into the open space to make her public mea culpa. After apologizing to Zoé, she congratulated the right person this time, in front of everyone. "Your score this month is exceptional, Myriam..."
The advice.
Playing it transparent was the best way to save the situation. It's also about being very reactive to prevent discomfort or demotivation from setting in. By exposing herself outside her office, the manager reassured her troops, witnesses to the scene: they too would be treated well if it happened to them.
3. The Unfounded Accusation
This is more hurtful for the employee. The boss must then be very humble. Like Bruno, sales director, who had to apologize profusely to Chantal, whom he had hastily accused of manipulating her expense reports in a department where some people were clearly falsifying amounts. The clue was thin: the sum of her expenses was too round a number. After a lively and reasoned discussion, and after verification, he admitted his fault. "In fact, the guilty one is me. I was convinced you were inflating your expenses. I realize that's not the case, your report is accurate. I wanted to make an example against abuse, I'm sincerely sorry. And frankly, I'm not proud!"
The advice.
In such a case, the message must be audible without ulterior motives, in the style of "he doesn't mean what he says." Here, the message was effective for three reasons. 1/ The words ring true. 2/ The feeling is expressed. 3/ The explanation is given "I wanted to set an example." The manager could also have forced herself to talk about the subject of "cheating" to the team in order to stop rumors about her employee and settle the collective transgression once and for all.
4. Information Released Too Soon
It's not always easy to keep your mouth shut when you're in on a secret about an upcoming reorganization. The manager nevertheless has a duty of confidentiality. And if the information slips out? They have two options: keep quiet or admit the mistake. It was option #2 that Paul chose, after making a blunder during a team lunch: mentioning the arrival of Anna, his future boss, well ahead of time. An even more delicate situation since the future manager had a terrible reputation.
Paul therefore acknowledged his mistake using three levers.
1/ Complicity. "I went too far. I realize the information is confidential. But you are privileged, you're getting the scoop."
2/ Self-deprecation. "I ask you not to spread the news. Above all, don't do what I did!" (laughs). And he used his blunder to prepare the ground. "Know that personally, I'm happy. I really like Anna!"
The advice.
It's clever to turn the situation around by putting a positive spin on the mistake. The manager can indeed make their team an ally, since they are, ipso facto, in on the secret. And at the same time, they can prepare the next steps with a head start.
*First names have been changed.
Marie-Madeleine Sève.
Lentreprise.com
Posted online November 20, 2012.
Tripping up is part of life. It's one of the facets of risk-taking related to decision-making. Admitting a mistake or a weakness is another way of taking responsibility. You can do this without losing face in front of your team.
Tripping up is part of life. It's one of the facets of risk-taking related to decision-making. Admitting a mistake or a weakness is another way of taking responsibility. You can do this without losing face in front of your team.
"It's unnatural for a manager to admit to their team that they've made a mistake. However, tripping up is part of life. It's one of the facets of risk-taking related to decision-making. Admitting a mistake or a weakness is another way of taking responsibility. You can do this without losing face. And the team will respect their captain all the more if they are sincere. Another advantage is that it will be easier for them to reprimand a colleague who has made a mistake. Four scenarios under the microscope.
1. The Wrong Hiring Decision
"Here, I've gathered you to announce a decision that wasn't easy for me to make. I am ending my collaboration with Elodie*. When I chose her, she seemed very good. I believed in her potential and her commitment. Today I realize my mistake. I will be more cautious next time." Hearing the sighs of relief in the room, Mireille knew she had done the right thing. Because the latest recruit of this manager in the consulting sector was considered "off," "too personal," and "uncooperative" by her colleagues who were overwhelmed with work. Unmanageable in the long term!
The advice.
In this scenario, rather than confiding in one person or another, it's better to share your failure with the group that had to deal with the consequences. And be frank, the important thing is to remain factual and authentic. However, if Mireille gained points, it's also thanks to four precautions she took. 1/ Admitting her embarrassment. 2/ Not denigrating Elodie (she could also have highlighted her qualities). 3/ Preventing the team from doing so. 4/ Learning a lesson for the future.
2. The Wrongly Given Congratulations
The manager got her wires crossed. In a hurry, she confused Zoé and Myriam, and gave the laurels to one, ignoring the other. This happened behind the glass of her office, from where snippets of the praise could be heard. On the adjacent floor, everyone understood the mistake of this telesales center manager (50 employees). Turning pale, realizing she hadn't addressed the right person, she went into the open space to make her public mea culpa. After apologizing to Zoé, she congratulated the right person this time, in front of everyone. "Your score this month is exceptional, Myriam..."
The advice.
Playing it transparent was the best way to save the situation. It's also about being very reactive to prevent discomfort or demotivation from setting in. By exposing herself outside her office, the manager reassured her troops, witnesses to the scene: they too would be treated well if it happened to them.
3. The Unfounded Accusation
This is more hurtful for the employee. The boss must then be very humble. Like Bruno, sales director, who had to apologize profusely to Chantal, whom he had hastily accused of manipulating her expense reports in a department where some people were clearly falsifying amounts. The clue was thin: the sum of her expenses was too round a number. After a lively and reasoned discussion, and after verification, he admitted his fault. "In fact, the guilty one is me. I was convinced you were inflating your expenses. I realize that's not the case, your report is accurate. I wanted to make an example against abuse, I'm sincerely sorry. And frankly, I'm not proud!"
The advice.
In such a case, the message must be audible without ulterior motives, in the style of "he doesn't mean what he says." Here, the message was effective for three reasons. 1/ The words ring true. 2/ The feeling is expressed. 3/ The explanation is given "I wanted to set an example." The manager could also have forced herself to talk about the subject of "cheating" to the team in order to stop rumors about her employee and settle the collective transgression once and for all.
4. Information Released Too Soon
It's not always easy to keep your mouth shut when you're in on a secret about an upcoming reorganization. The manager nevertheless has a duty of confidentiality. And if the information slips out? They have two options: keep quiet or admit the mistake. It was option #2 that Paul chose, after making a blunder during a team lunch: mentioning the arrival of Anna, his future boss, well ahead of time. An even more delicate situation since the future manager had a terrible reputation.
Paul therefore acknowledged his mistake using three levers.
1/ Complicity. "I went too far. I realize the information is confidential. But you are privileged, you're getting the scoop."
2/ Self-deprecation. "I ask you not to spread the news. Above all, don't do what I did!" (laughs). And he used his blunder to prepare the ground. "Know that personally, I'm happy. I really like Anna!"
The advice.
It's clever to turn the situation around by putting a positive spin on the mistake. The manager can indeed make their team an ally, since they are, ipso facto, in on the secret. And at the same time, they can prepare the next steps with a head start.
*First names have been changed.
Marie-Madeleine Sève.
Lentreprise.com
Posted online November 20, 2012.
