J'accuse!

November 25, 2024

Dear Leaders,

“To be, or not to be, that is the question.”? When confronted with an unpleasant situation, leaders must be prepared to go beyond solving the problem alone, for it can include accusing someone of wrongdoing.? Moreover, just as you accuse, you may stand accused one day, and as neither situation is pleasant, we must not shirk from our duty, lest it affect our credibility to lead, and we must be prepared to defend ourselves when the accusations, true or not, come our way.

Working in a US Army staff position in charge of information security, my duties included conducting inspections to ensure compliance with laws and regulations.? As this program had no room for error, I was not unsparing in my findings, but always distinguished between minor and major. ?Problems arose when my boss the Major objected to some of the major findings, for I not only noted who was at fault, I also assigned who was responsible for fixing it.? He was a firm believer in putting on a happy face and recommended that I deal with the issues “offline.”

We all know what happens when you don’t document findings and responsibilities, and it wasn’t meant to be accusatory, or at least not in most cases, for the goal is to fix the problems and ensure they don’t recur.? I explained my methodology and logic, and he acquiesced, but I added a larger solution to prevent having to be accusing:? training and courtesy visits.? I took advantage of a quarterly gathering to explain the program, the need for compliance, and how they could pass inspection, even if they didn’t have doughnuts and coffee waiting for me.? Findings dropped precipitously, with many passing in full compliance.? ?

Flipping the script, accusation was a weapon frequently wielded by my infamous bad boss.? She was quick to besmirch the reputation of anyone higher or lower, usually lower, and being her bête noire, I was a frequent target.? From not meeting numerical demands (true – they were worthless), to being disruptive in meetings (a matter of opinion, for I would often list the flaws in her ideas), to disrespecting employees (I had a low tolerance for poor and bad performers), I was accused of everything short of knowing where Jimmy Hoffa is buried (false, but I hope to know someday).? It all stemmed from one thing:? I was the person in the know who was trusted far and wide, and she wasn’t, so rather than show appreciation, she felt compelled to put me down.?

It didn’t stop there, for she was frequently critical of some of our best people who worked more on quality than quantity, often lumping them into the same complaints with the known goldbricks, all while coddling poor performers she liked.? If this sounds like a vision of hell, let’s just say it was quite warm.?

Enduring this took a massive amount of patience, fortitude, and the shield of integrity, for while my erstwhile boss was unsparing in her disdain for me, the opposite was true for others far and wide, to include in the rank and file of our section and our organization.? Having built and maintained a reputation for trust, innovation, leadership, and delivering quality, I had a global and unimpeachable brand long before anyone used the word to describe it.? I won’t deny that it had a negative effect on my psyche, but the endurance became an example for my colleagues, and a source of frustration for the accuser.

Nonetheless, once besmirched, a reputation is hard to retrieve, for even when you’re found or known to be innocent of any wrongdoing, the accusation remains as a cloud over you.? Raymond J. Donovan was Labor Secretary for President Reagan.? Unpopular with labor leaders, the former construction executive was accused of larceny and fraud related to a New York subway construction deal with links to organized crime.? Donovan and his co-defendants were all acquitted of the charges, and he famously remarked afterward, “Which office do I go to get my reputation back?”

Leaders must be prudent in wielding accusations, but don’t hesitate, for failing to do so can result in disaster.? You might like the person, but not having the courage to make the accusation and let it be investigated only makes you part of the problem, for doing so constitutes a cover-up.? Remember always that the goal is to fix a problem or rectify a bad situation, but if someone must go down in the process, such is necessary.

Likewise, if you find yourself in the dock, don’t lash out with wild counteraccusations or resort to pillorying the accuser. Avoid the generic statements, such as “categorically denying the accusation,” for these only reinforce implications of guilt.? If it’s true, have the integrity and backbone to own it and do what you can to make it right, even if it means facing unpleasant circumstances.? If false, document the facts, stand up for yourself, seek legal counsel in the extreme, and don’t let them lessen who you are in the eyes of yourself or others.

The dock is not Nietzsche’s abyss.? No one wants to be there, and unless you are a prosecutor by trade, it’s not your job to wantonly place others there.? It remains nonetheless a necessary part of leadership, so know when to tap as with the coppersmith’s finishing hammer and when to wield with John Henry’s sledgehammer.

Sincerely,

Tim