Which Means You Were Incorrect_17799

Which Means You Were Incorrect
I once worked for a boss who was never wrong,Cheap Knee Length Dresses, never made a mistake or a bad choice. All you had to do was ask him. To his staff he was Teflon-man. Nothing stuck to him and every thing came sliding toward us.
Accountability was not a concept he practiced unless things turned out well and then, he claimed the credit. But if they didn't,Classic Wedding Dress online, he right away embarked on endeavors to identify someone responsible. Being known as to his office typically meant he was looking for info and trying to determine whom to blame.
Justify. Justify. Justify. Like a battle cry, he commissioned reports,Men's tie, graphs, charts and enhanced documentation whenever his boss questioned him. He found it simpler to dig his heels into a position than admit he could have been wrong or change his mind. Working for someone I couldn't respect eventually led me to transfer departments.
But it still baffles me. Folks do make mistakes, they do trip up sometimes and they do,evening dresses, on occasion, speak or act in error. And although there's nothing that says we need to be happy about it when we do it ourselves, trying to act like it didn't happen, covering up our mistakes, or trying to justify inaccurate positions leads nowhere.
You see, unlike that early boss of mine, folks who are winning at working speak up and admit when they've made a mistake. They take accountability for fixing resulting problems. And even if they need to gather their courage and swallow challenging, they acknowledge when they're wrong.
I learned in twenty years in management that playing it safe, is not. One of the biggest mistakes you'll be able to make if you want to be winning at working is pointing fingers, blaming other people or offering excuses. Own your decisions,Fashion Women Dresses, choices and actions. Admit when you are wrong. Fix your mistakes. Then discover from them and move on. These are the signs of confident,Bridal Gowns 2011, accountable, initiative-filled individuals. And these are the people you would like on your team.
There's a story I love about the famed British economist, John Maynard Keynes,Mermaid wedding dresses 2011, who was confronted by a young man after one of his lectures. The man insisted Keynes give him an explanation of why he contradicted himself with something written years just before. "Well", Keynes replied. "When I'm wrong,Fashion Men's tie, I change my mind." Seems to me, that's pretty great guidance for work and for life.
(c) 2005 Nan S. Russell. All rights reserved.


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