Beware Of Leaders Using Revisionist History

Many leaders "remember" the past in a manner that puts them in the "best" light. While a few simply misstate the facts, the majority convince themselves that they took a position that they truly did not. In my three decades to working with not-for-profit organizations, I have discovered that the large majority of leaders want to avoid blame for something that did not work out, either because of an action taken, or one that probably should have been taken that they avoided. It has amazed me how many of these leaders recall "history" in a manner somewhat different from reality. However, in all fairness, much of this is probably because of these leaders original perceptions of the situation.

Whenever one leads an organization, there will always be certain things that do not work out either as hoped for, or as anticipated. To a large degree, these leaders made their original decisions based on their own perceptions, biases, prejudices, and prejudgments. One of the most consistent errors made by volunteer leaders is that they do not effectively listen, nor are they properly trained and thus adept at the decision making process. Most leaders cannot visualize that there are always ramifications of every action or inaction. Leaders must be trained to "play the devil's advocate," and analyze as many possible scenarios as possible. Yet, because most organizations are sorely lacking when it comes to both their leadership training efforts, as well as their leadership candidate vetting, more issues than should occur, happen, and many leaders are ill- equipped, or flexible enough, to adapt to changes. In the past three decades, I have trained many individuals about leadership and leadership training that also pertinent to this behavior.

Instead of admitting that all humans need training, and every individual has certain strengths and weaknesses, many leaders develop a defense mechanism, to basically "cover their behinds" if the chosen action (or inaction) backfires, or simply doesn't end up as desired and intended. The challenge organizations face is that generally the individual chosen for a leadership position excels in his own field, and is often used to being the "go-to" person in that setting. Many of these individuals begin to believe that because they are so intelligent, talented, and respected in their full-time endeavors, that their expertise will also transfer to organizational leadership. However, those of us who have observed organizations and organizational dynamics for a considerable period of time, realize that often, organizational leadership, requires a different skill-set. Finding an individual with good personal and background traits, experience, and expertise, who will also be willing to be trained professionally in organizational leadership, is often a challenging and somewhat awkward task. That is probably one of the main reasons that most organizations avoid true leadership training, rather putting together their own unproven training, as if "reinventing the wheel" is the way to go. Undoubtedly, the most effective training programs are the ones that utilize tried and proven techniques and methods. This type of behavior should be properly addressed by organization's implementing professionally designed leadership training programs.

Revisionist history may make the individual feel better, and appear better initially. However, it does not change the realities or the facts, nor address the needed actions that must be taken when something does not work out as intended.