One of the many, many things I loved about working at nonprofit theaters and at newspapers, before I started doing what I do now… whatever that is… was the constant striving in each of those environments for perfection with each production and each publication, along with the team ownership when mistakes happened. Our goal with every stage show or every newspaper was for it to be flawless – and it never was. But after every show or every publication, we made a list of everything that went wrong and looked for ways to prevent it in the future. And we bonded over that effort. In fact, we often bonded over mistakes.
Were angry words said? Did tempers flare? Absolutely. But there was, ultimately and in most of those places where I worked, a belief that everyone was doing their best and that we all needed to support each other to be successful. There was also a belief that, at some point, each and every one of us, from the star on the stage to a volunteer usher, from the executive editor to the typesetter, and everyone in between, would make a big mistake we would all have to address in some way. If you work with humans, that’s just how it is.
I’ve not worked in an environment like those in decades, I’m sad to say. Most of the workplaces I’ve worked in since have been focused on blame and shame, as though there is a way to avoid any misstep 100% of the time, and any mistake is because of a person’s recklessness or laziness.
I thought about this as I re-read Meridian Swift’s excellent blog from 2020, Thanks to the volunteers who lied, stole and created havoc. It’s a fantastic take on how to view mistakes by staff – and not just volunteers. But as I wrote in the comments section of her blog,
Sadly, when these things happen, senior management isn’t as “thankful”, and wants answers as to how this volunteer “got through” (even if they made you scale back the screening you wanted to do of new volunteers that might have set off some red flags had you been able to use it with all volunteers) and reprimands the manager of volunteers per a belief that all problems are 100% preventable.
And it’s not just a senior management approach regarding mistakes with volunteers – it’s one many also have regarding all employees and consultants.
When a mistake is made at your organization, here are some things to consider:
- What did this mistake cost the organization, your clients, and/or any one staff member or group of staff? Was the cost in terms of money, time or public relations? How much time and money will it take to address the issue?
- Was the mistake made by inexcusable negligence or inappropriate behavior, or was it one person’s or a team’s misjudgment, a misstep, or quick decision that the person or team wouldn’t have made had they given it more thought? Is the person primarily responsible overworked? Do they need better support?
- Can the staff member, and the entire organization, learn from this mistake and prevent it in the future?
Explore and weigh the answers to all of those questions before you take action, so that your reaction is truly proportional to what’s happened and why. Always remember the human on the other end of your tirade, and that once something is said, it cannot be unsaid. Remember that people can improve with time and support – you yourself have, haven’t you?
Also see:
- How to support your online community manager in times of trolling.
- Supporting your stressed-out team without falling into toxic positivity.
- Team building activities for remote workers.
- How to deal with online criticism / conflict.
- How not to treat volunteers: another saga.
- Your right to turn away volunteers who won’t adhere to safety measures (& your right to refuse to volunteer at an unsafe program).
- Support Your Local Online Discussion Manager!
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