Biden's Bad Example

On February 8, 2024, President Joe Biden conducted a press conference at the White House, addressing the Special Counsel's report concerning classified documents. Towards the end of the press conference, President Biden fielded several questions, two of which highlighted a notable instance of bad leadership, serving as the focal point of this post.

Let's be clear: this blog post centers solely on leadership lessons drawn from the aforementioned incident and is not a political discourse. The focus remains squarely on assessing President Biden's leadership in this specific context, detached from discussions on his politics, administration, policies, or campaign. I reiterate, this is a blog dedicated to exploring principles of leadership, not politics.

Question 1

Mr. President, you were cleared of criminal liability today, but do you take responsibility for at least being careless with classified material?

Biden's Response to Question 1

I take responsibility for not having seen exactly what my staff was doing. That - goes in and points out things that appeared in my garage, things that came out of my home, things that were moved were moved not by me but my staff - my staff.

Question 2

Mr. President - When you look back at this incident, is there anything you would do differently now?

Biden's Response to Question 2

First of all, what I would have done is oversee the transfer of the material that was in my office - in my offices. I should have done that. If I had to go back - and I didn't have the responsibility to do that. That was - my staff was supposed to do that, and they referenced that in the report. And my staff did not do it in the way that - for example, I didn't know how half the boxes got in my garage until I found out staff gathered them up, put them together, and took them to the garage in my home...I thought they were being moved to the Archives. I thought all of it was being moved.

Biden's Examples of Blame Shifting and Disowning Responsibility

Biden's handling of these two questions epitomizes a classic instance of blame shifting and disowning responsibility. His initial statement, "I take responsibility for not having seen exactly what my staff was doing," reflects a passive and insincere acceptance of responsibility, effectively shifting blame onto his staff from the onset. This pattern persisted as he further remarked, "things that were moved were moved not by me but my staff - my staff," reinforcing the narrative that his staff bore the ultimate responsibility.

In response to the subsequent question, Biden maintained the same narrative, asserting, "My staff was supposed to do that...and my staff did not do it," further underscoring the notion that his staff failed to fulfill their responsibility.

Blame shifting and disavowing responsibility, as observed in Biden's response, is a common tactic among leaders seeking to maintain their positions, evade consequences, or salvage their image. While some employ this tactic with malicious intent, others do so out of fear of failure or retribution. Regardless of motive, the leadership repercussions of such behavior can be significant.

• Appearing weak: Leaders who resort to blame shifting and shirking responsibility often come across as weak, lacking the strength to own up to their actions. If they cannot demonstrate responsibility, how can they effectively lead others?
• Lack of trustworthiness: Leaders who shift blame and disown responsibility erode trust among their peers and staff. Trust cannot thrive in an environment where leaders deflect blame for shortcomings, leading to skepticism and uncertainty among team members.
• Stunted personal growth: Embracing responsibility, even in the face of failure, is integral to personal growth. By avoiding responsibility, leaders hinder their own development opportunities. Enduring the consequences of failure can catalyze substantial growth and development.
• Repetition of failures: Leaders who evade responsibility risk repeating the same mistakes repeatedly. Accepting responsibility for failures is pivotal in learning from them and preventing recurrence in the future. Without this acknowledgment, patterns of failure persist.
• Toxic culture of distrust: Blame shifting fosters a toxic culture of distrust within organizations. When leaders set a precedent of deflecting blame, it encourages a similar attitude among employees, breeding an atmosphere of backstabbing and suspicion. Top talent and stable contributors are unlikely to thrive in such an environment, leading to high turnover and diminished morale.

A Better Way to Lead

It's imperative for leaders to accept responsibility for the failures within their organizations while attributing successes to their staff. As leaders, we bear the ultimate responsibility for the happenings within our teams and organizations, even as we delegate tasks and empower our staff. Recognizing this truth enhances our leadership acumen and fosters a deeper awareness of our roles.

Every leader understands that occurrences occur within their organizations or teams of which they may be unaware. One of the beauties of leadership lies in witnessing employees taking ownership, making decisions, and resolving conflicts autonomously, without necessitating approval for every detail. Nevertheless, the overarching responsibility for the outcomes within our organizations and teams ultimately rests with us as leaders.

It is crucial for leaders to adopt a language that embraces responsibility for the failures within their teams and organizations. Here are some statements that exemplify this approach:

• "As the leader of this organization, I take full responsibility. I acknowledge the failure and am committed to learning from it to prevent its recurrence"
• "I accept responsibility for what transpired within this organization, and I extend my apologies for the failure. I will thoroughly assess the circumstances surrounding it and implement necessary corrective measures. We will emerge stronger"
• "Our organization fell short of our standard of excellence, and as its leader, I shoulder the blame. I fully accept responsibility and pledge to undertake all necessary actions to address this issue and glean valuable lessons from it"

Accepting responsibility for the failures within your organization yields the following positive outcomes, contrary to the negative consequences discussed earlier:

• Inner strength shines through: Embracing responsibility demonstrates a profound inner strength, showcasing your ability to confront challenges head-on.
• Trust flourishes: By owning up to failures, you cultivate trust among both peers and staff, fostering an environment of transparency and integrity.
• Fuel for growth: Accepting responsibility serves as a catalyst for personal and professional development, encouraging continuous improvement and learning from mistakes.
• Break the cycle of failure: Taking ownership reduces the likelihood of recurring failures by prompting proactive measures and comprehensive analysis to address root causes.
• Cultivate trust and loyalty: By fostering a culture of responsibility, you nurture trust and loyalty within your organization, creating a supportive and collaborative atmosphere where individuals feel valued and empowered.

As a leader, I empathize with the pressure that arises when faced with the choice to accept responsibility or shift blame onto others, much like the situation President Biden encountered at the February 8th Press Conference.

However, I urge you to contemplate the kind of leader you aspire to be, starting now—regardless of past actions. It's crucial to decide how you will navigate challenges in the future. Will you accept responsibility for your actions and the actions within your purview? Or will you resort to blame shifting and disowning responsibility when faced with the failure?

The choice is yours to make, and it's a defining moment in your leadership journey. Embracing accountability not only builds trust and integrity but also sets the tone for a culture of transparency and growth within your organization. So, I encourage you to reflect on your values and commit to being the kind of leader who leads with courage, integrity, and responsibility, even in the face of pressure.

Published by Peter Lopez III at ElevatedLeadershipGroup.com/leadership-blog