fall

We all know a leader who has made a major mistake. Perhaps this very thought reminds you of the story of your former pastor. Or maybe the leader of a well-known organization. Perhaps you instinctively think of what’s happening in your church right now. Or you might dwell on the regret that you’re currently trying to fix. 

Mistakes come in different shapes and sizes, but each one has something in common: whenever a leader makes a mistake, the trust that person had with their followers is damaged. Warren Buffet has famously said, “It takes 20 years to build a reputation and five minutes to ruin it.” But how does his comment relate to trust? How can a leader rebuild trust after any mistake, regardless of its size? 

Most of us can agree there’s a wide gap between honest mistakes and moral failures. However, whenever a leader is slow to admit a mistake that appears to be harmless, the distance to moral failure begins to shrink. 

We can likely agree that embezzling money and double-booking a meeting are examples that are grossly disproportionate to each other. And yet, they also share something significant. They raise questions; and for good reason! Followers want to know—they need to know—if they can trust a leader again. This is the motivation behind the inquiries that must surely follow.

When I’m in the position of “needing to know,” I find myself asking two primary questions—no matter the size of the mistake that a leader has made.

Why did this mistake happen?

I want to know why a mistake occurred because I want to understand the leader’s heart. Was this a simple error or was it calculated? Has this happened before and does the leader have a plan—and the necessary support—to keep it from happening again? 

Understandably, some leaders can feel uncomfortable disclosing these details and there are times when some information cannot be shared publicly. But the details aren’t as important as what they reveal. My primary concern is the systemic issues that may have led to a leader’s mistake. This helps me consider if the leader is willing to examine these elements and work with others to build a healthier system.

Part of my analysis is motivated by a fear I am consciously aware of, but cautious to verbalize. Is this leader likely to make a future mistake that is even more damaging than this one?