Forgiveness might be a strange topic to be talking about in the context of leadership (and perhaps especially so in the private sector). However, we argue that this is a crucial quality required of leaders today. Let's put this into a practical perspective, that of problem solving. There is lots of interesting research around this topic and the processes involved in solving problems at work (Check out the work of Professor Keith Grint and also David Snowden). It's not the aim of this blog to go into the detail here, but essentially there is a type of problem classed as 'complex'. In a complex problem (as opposed to a 'simple problem' which can be solved with reference to previously tried and tested procedures), there is often no obvious link between cause and effect. There may be several factors impacting on the situation, it feels novel (like being on 'new territory') and there is little past experience to which to refer for guidance. Complex problems typically do not have 'one right answer', the operators and restrictors can also be only vaguely defined. When facing problems like this, some degree of experimentation is required. This may include some 'thinking out loud' with others (trusted friends and colleagues who know how to accept a whacky idea without judging the person). Experimentation also implies an acceptance of failure and this is where forgiveness comes in.
What the leader does in those moments, where the actual outcome is not as desired, is crucial. To chastise the person for trying something will make them (and everyone else) reluctant to put their head above the parapet again in the future. An organisation that fails to innovate, to try out new things will be an organisation that 'always gets what it always got'. Ultimately this leads to extinction. Of course, knowing about forgiveness and actually forgiving are two very different things. As a leader, it is one thing to know that it is 'good' to encourage experimentation in your followers, but it is quite another to actually practise it, when the outcome is 'failure' and the costs in terms of time, money and relationships can be high.
Unsurprisingly, much of the information on forgiveness comes from religion but it is neither the sole commentator, nor do all religions take the same view. One writer (Tilby, 1985) describes forgiveness as a human virture which is 'more or less unique to Christianity'. Forgiveness appears to transcend the idea of 'reciprocity', where we will stick with a relationship if there are rewards coming the other way. This raises the question, is it ever possible to forgive unconditionally? For the leader, who may be affected by the actions of others and who has responsibility for protecting shareholders' interests, this can be particularly difficult. Tilby adds that forgiveness 'involves the end of our normal expectations' and that this can be a painful experience. It means accepting that we feel we have be wronged and even betrayed yet not letting it dictate subsequent behaviour. This acceptance also extends to a valuing of the self, and in doing so ceasing criticism and self-punishment. Much is written of the importance of the Emotionally Intelligent leader (see the work of Daniel Goleman for an introduction to this wide and varied topic). Again, a question, can a leader who is not sufficiently self-aware and comfortable with who they are, truly forgive? Forgiving the self is on the pathway to forgiving others.
This is meant to be an introduction to the topic of forgiveness. I aim to put up more in the near future, but for now the aim is to stimulate discussion and add to the debate. Your comments are welcome and if you have any suggested resources in addition to the ones below, please make your own contributions.
What the leader does in those moments, where the actual outcome is not as desired, is crucial. To chastise the person for trying something will make them (and everyone else) reluctant to put their head above the parapet again in the future. An organisation that fails to innovate, to try out new things will be an organisation that 'always gets what it always got'. Ultimately this leads to extinction. Of course, knowing about forgiveness and actually forgiving are two very different things. As a leader, it is one thing to know that it is 'good' to encourage experimentation in your followers, but it is quite another to actually practise it, when the outcome is 'failure' and the costs in terms of time, money and relationships can be high.
Unsurprisingly, much of the information on forgiveness comes from religion but it is neither the sole commentator, nor do all religions take the same view. One writer (Tilby, 1985) describes forgiveness as a human virture which is 'more or less unique to Christianity'. Forgiveness appears to transcend the idea of 'reciprocity', where we will stick with a relationship if there are rewards coming the other way. This raises the question, is it ever possible to forgive unconditionally? For the leader, who may be affected by the actions of others and who has responsibility for protecting shareholders' interests, this can be particularly difficult. Tilby adds that forgiveness 'involves the end of our normal expectations' and that this can be a painful experience. It means accepting that we feel we have be wronged and even betrayed yet not letting it dictate subsequent behaviour. This acceptance also extends to a valuing of the self, and in doing so ceasing criticism and self-punishment. Much is written of the importance of the Emotionally Intelligent leader (see the work of Daniel Goleman for an introduction to this wide and varied topic). Again, a question, can a leader who is not sufficiently self-aware and comfortable with who they are, truly forgive? Forgiving the self is on the pathway to forgiving others.
This is meant to be an introduction to the topic of forgiveness. I aim to put up more in the near future, but for now the aim is to stimulate discussion and add to the debate. Your comments are welcome and if you have any suggested resources in addition to the ones below, please make your own contributions.
Further reading:
1. Marie by Gordon Wilson - an inspirational read by a father who lost his daughter in a terrorist bombing.
2. If you need to apologise, have a look at our 7 April post for some hints and tips.
3. A Course in Miracles - a sometimes difficult read but the exercises are powerful. It takes a different view on forgiveness, following the idea that if you can see things as they really are, then what is there to forgive?
4. http://www.forgivenessweb.com/ - lots of inspirational stories and guidance on the act of forgiving.
5. Tilby A (1985) Won't you join the dance?
6. Rowe D (1994) Breaking the bonds
4. http://www.forgivenessweb.com/ - lots of inspirational stories and guidance on the act of forgiving.
5. Tilby A (1985) Won't you join the dance?
6. Rowe D (1994) Breaking the bonds
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