forgiveness

Forgiveness At the Executive Level

You give a lot of yourself in order to develop those on your team.  You’ve taken some hits for them, provided cover for them, and you have also shown them a lot of loyalty.  You take leading your team seriously.

So what happens when a team member betrays you?  What happens when you realize that the loyalty you thought was mutual isn’t there?

If you are not careful, you might start to over-lead with self-protection.  That is, you can protect yourself from being hurt again by giving less of yourself to your team.  Without realizing it, your passion, drive, and even desire to make an impact through your team can be crippled.

In order to do your best and develop a high performing team, you need to be fully engaged, willing to risk betrayal for the sake of developing others.

If you find yourself being too defensive or self-protective, and you can see that part of the reason was a betrayal, you need to learn to forgive.

What purpose does forgiveness serve?

Forgiveness satisfies the debt that the offense created.  If you can forgive the offense, you will stop thinking about it.  You will function out of a sense of wholeness and peace, not out of the sense of loss that the offense generated. You will see yourself become stronger than you’ve ever been, and more resilient than you thought you could be.

However, the sad reality is that most of us don’t really know what forgiveness means, much less know how to forgive.

What do you believe would happen if you fully forgave the one who hurt you?  Some believe that a part of forgiving is to treat the offense as if it did not matter.  Others believe that if they forgive, they have to be close to the person they forgave.  Some believe that if they forgive, they are actually enabling the other person to continue to repeat the behaviors that caused so much damage.  What if I told you that none of those things is what forgiveness is about?

According to http://www.merriam-webster.com/dictionary/ to forgive is:

1a : to give up resentment of or claim to requital for

1b : to grant relief from payment of

2: to cease to feel resentment against (an offender) : pardon

Notice that forgiveness has nothing to do with reconciliation. Notice that it doesn’t even have to do with whether or not the offender has changed, whether or not they have asked you for forgiveness, or if they even want it.  In fact, the offender does not even need to be part of the process.

  • Forgiveness is not saying that what the offender did is okay.
  • Forgiveness is about you being free from the burden of the offense. It prevents more from being stolen from you than what the offensive act(s) already stole.
  • Forgiveness prevents you from closing off your heart and not letting anything in. When you close off your heart, not even good can come in.
  • Forgiveness prevents bitterness and a life that is utterly unfulfilling and frustrating.

Eventually, those who do not forgive isolate themselves as they perceive that more and more people are like their offender, and systematically remove them all from their lives.

But how do you forgive?

First, you need to know what you are forgiving. There is going to be a part that is obvious. For example, one of your directs, whom you poured yourself into, took a job with a competitor.  There are also going to be parts that are not as obvious. For example, you feel used and discarded.  You need to know both the obvious and the not-so-obvious parts.

Once you know what you need to forgive, we can use one of the following six options or a combination of them. Each one requires that you really chew, or thoroughly think it through, if it is going to help you fully forgive:

1) We can choose to pay down the debt ourselves. When we have not forgiven someone, our hearts often look for ways to get justice that are not appropriate. One way could be gossiping about the offender. Another could be just thinking about the offender in negative ways.

When we actively choose not to pursue inappropriate justice, it diminishes our feelings of vengeance.

The more we make that choice, the more we pay down the debt the offense created.

Eventually, we won’t even seek the inappropriate justice because forgiveness has happened.

2) Chew on what it would be like to have forgiven the offender. Dream here. Ask yourself questions like:

  • What would your life look like if I forgave the offender?
  • What would I think about instead of dwelling on the bitter scenes that come into my head?
  • What would my energy level be like if I released myself from the burden of carrying un-forgiveness?
  • What would my moods be like?

The more details you give to the answers to those questions, the more you will desire to forgive. The more you desire to forgive, the more likely you are to forgive.

3) Recognize that, in some cases, the offense is so big that no amount of justice can satisfy it. When the offense is great, nothing the offender can do will ever make up the loss created.  Furthermore, if the offense is great, no amount of vindictive actions on our part will assuage the injustice we feel.

So even if the person spent an entire lifetime trying to make it up, and we spent our entire lifetime being as vindictive as we could be, at the end of life we would feel like we had not begun to mitigate the offense. We would die bitter old people.

The more we chew on that, the more we will sense that our lack of forgiveness is a trap. Therefore, in order to keep ourselves from being trapped, we forgive.

4) Need to make the offender an equal. By refusing to forgive someone, we make ourselves a judge over that person. It leads to a one-up/one-down relationship.

The one-up/one-down relationship leads us to believe that we have the right to judge them, and so we don’t pursue forgiveness.

If, however, we note that there is something in our hearts that, if left unchecked, could cause damage comparable to the damage that was done against us, and if we “chew” by thinking through the logical implications of that, we start to see that the offender is not that much different from us.

It is easier to forgive someone who is “just like us” than someone who is beneath us.

5) Repeat to yourself in many different ways that you forgive the offender. Sometimes we need to say we forgive in different ways for the forgiveness to be released at a heart level. “I forgive Jim.” “I release myself from pursuing the justice I deserve from Jim.” “I choose to no longer try to make Jim pay for what he did to me.”

6) Write a forgiveness letter to the offender (you can choose to mail it or not). First take some time to understand your offender. What led them to do what they did against you?

Doing this will not minimize the harm they have done to you. Nor will it lead to excusing what they did. Instead, it will start to humanize the person.

Writing a letter in which you 1) express all the harm done to you, 2) attempt to understand what may have led to it, and 3) clearly declare that you hold nothing against the offender, can be cathartic and lead to forgiveness.

Some people choose to mail the letter, some save it, some decide to burn it.

I wish we could all forgive as easily as little kids seem to, but we can’t.  Know that forgiveness is going to be a process.

You know that you are done forgiving when you can think about it and it no longer feels raw.  I know that I have forgiven someone when I no longer randomly have an argument in my head with them.

Forgiveness brings about freedom.  It helps you to fully engage your team and do the work that you are best at, with joy.

Chew On This:

  • What would your leadership be like if you fully forgave?

Ryan C. Bailey is an Executive Coach who helps business leaders develop in-demand high performing teams.

What Every Boss Wishes You Would Do When You Royally Mess Up

messup I was waiting in a client’s office.  She was running late from a meeting with her boss.

After walking in, closing the door behind her, and giving me one of those appropriate corporate hugs she said, “I am in big, big trouble.  I mean it is bad, Ryan.  I have really failed.”

Then she described how she screwed up.

It was bad.

Now mind you, she is at that level in a Fortune 500 company where you never have to guess about competency.  If you get to that level, you have gone through a tremendous vetting process.  So for her, there was a lot more fear involved as she struggled with how to rebuild credibility.

Moreover, her boss has a reputation for being completely insensitive, harsh, and lacking in grace.

She debated as to whether or not she could fix it before anyone knew.

But when she thought through the question of what she would want her direct reports to do if they were in her shoes, she decided she would want them to tell her.

Then she flipped back.

She wondered if her boss’s reputation did not warrant that she hide the error.

Later she realized that if he ever found out, she would probably be terminated because he would feel he could not trust her again.

How many of us have been in similar shoes?

In toxic work environments, there is a high level of manipulation, covering up, blame-shifting, office politics, positioning, and often backstabbing.  Toxic work environments are toxic because managers have not embraced their responsibility to create a culture where it is safe to risk for the greater good or to own our mistakes when they are made.

If you find yourself in a toxic environment, the plan that I present below will feel really uncomfortable.

I hate to say it, but if your work environment is toxic and there is no desire on the part of your superiors to move towards health, I really hope you can quickly find a place where your gifts are valued and the environment is healthy.

Fortunately for my client, despite her boss’s reputation, the overall work environment is fairly healthy.

Here is the plan that my client and I came up with.  It worked for her, and I hope it works for you:

1. Fully own your mess-up, with no “marketing” whatsoever.

The conversation can open with the following: “Bob, I made a real mistake.  I did X, and it cost Y. I apologize.”

Do not try to blame-shift, minimize, rationalize, or “market” what happened.  Be direct.  Be succinct.  Fully own it.  And don’t forget to apologize.

Make sure to let your boss know that you will also be owning it to whoever else is involved.

If you do not own it, know that if it is major, it will probably be discovered and your boss will be more likely to fire you because your deception has led to a breach of trust.  Toyota Chairman Katsuaki Watanabe explains it best in an interview with Harvard Business Review:

“Hidden problems are the ones that become serious threats eventually. If problems are revealed for everybody to see, I will feel reassured. Because once problems have been visualized, even if our people didn't notice them earlier, they will rack their brains to find solutions to them.”

2. Give alternatives for how you think it can be resolved.

“I have a few suggestions for how to resolve it….” This part of the sentence shows them that you are coming up with options, not just the problem.  It shows that you have fully owned it and that you own the ripple effect.

3. Ask them for input and collaborate to build a solid plan.

“...And I am looking for your insights to build a plan that will bring us to resolution.”  This second part of the sentence encourages your boss to partner with you to solve it.

Your boss may have an initial reaction that seems negative.  However, the higher up you go in a large company, the higher the emotional intelligence tends to be.  So don’t be surprised if they regulate their emotions and even move towards protecting you, and showing you grace.

4. As you and your boss work to develop the plan, pay close attention to why your boss is suggesting what they are suggesting.

Hopefully, you will begin to brainstorm together as to how to handle the situation.  Your boss will want to hear your options first, which will help him/her to see your heart better.

Then your boss will probably refine the option they think is best.

Seek to understand the reasons for the suggestions they are giving you.  The “why” will give you insights that you will be able to use throughout your career.

You will learn how they view an issue, how to protect corporate culture, and, hopefully, how to extend grace when those under you fail.

Be sure to share how you plan to prevent yourself from making such a mistake again.  Never just say, “It won’t happen again.”

Ask for their input. You can say, “In the future I will pay attention to the triggers that led me to lose my cool” (preventative), but then ask if they see things you could do that would encourage growth, like signing up for a course on how to build better work-relationships, for example.

5. Afterward, continue to prove that you’ve grown from your mess-up.

Fully commit to implementing the plan you discussed.

Execute with all you have.

Use the insights that you learned in the brainstorming session in multiple contexts.

People who have grown from mistakes don’t live in self-condemnation.  Instead, they forgive themselves and enjoy the restoration they have been given.  Be grateful for it.  Share your gratitude with your boss and even others on the team, if it is appropriate to do so.

You are still competent and valuable.  You just screwed up and proved you are human.  Don’t be surprised if your boss and others pull closer to you as they see you display the humility and gratitude that come from growing through a mess-up.

You will rebuild credibility faster by having multiple small wins than one big win.  So don’t look for the home run; focus instead on consistent base hits.

As an FYI, the next time I met with my client, she said her boss had done the unexpected.  He really jumped in to protect her.  He was completely gracious and even shared one of his own big failures.

Chew On This:

  • What are you hiding that needs to be owned?  What would be the consequence if it were discovered?

 

 

Ryan C. Bailey is an Executive Coach who helps business leaders develop in-demand high performing teams.