How to deal with a crisis of confidence

Mistakes happen. Every person on the payroll makes them. Although never made with malice, they happen. Failures occur at every level. When a leader makes a mistake—a decision made too quickly or an error in judgment—it may lead to significant consequences. In addition, it may affect the leader directly, causing this person to question their motives, even their ability to do the job. When an error moves above the repair and move on stage, it might be time to step back and take a look at the day-to-day calendar. Is the leader doing too much to allow each task the necessary commitment of focus and time?

The leader is the chief executive, the person the team looks up to for support, guidance, and direction. Certainly, everyone knows the leader is human, but because this person stands at the top of the org chart, all have confidence this person holds the wheel firmly in hand. Difficulties can arise when something goes so wrong that the leader questions their own judgment, even their skills. Instead of the leader tossing blame towards the mirror in that moment, it might be better to step back, find a quiet spot, and work the problem, not the supposition.

This is not a post simply about mistakes. It is about leadership and knowing when to step back. When gaining perspective is essential. It is about retooling the assets, the team, and the calendar to ensure that a fix is in place and that hospitality, job #1 of the property, remains the focus. In this In My Opinion post, I will offer three thoughts on how a leader can push through tough situations, move forward, be more secure and knowledgeable while remaining a strong manager, and a proactive leader.

Focus on the proper fix. When a more major mistake happens, it’s easy to cast blame, take over the entire situation, and throw the full weight of the position in every direction. Isn’t it more valuable to bring people together, reduce stress in that moment, and together find the path forward? Appreciate that the team wants to help. Your managers are ready to step up and do what must be done. Allow experience and training to kick in. Meet with the necessary people. If team members must be removed, there will be time for those steps later in the process. Focus on the major issues, solve the problem, and then finish the job, completing the circle.

Do a complete autopsy of the mistake once things have calmed down. All on the management team need to understand what happened and why. Reinforcing the desire to all…