If you are a training leader, you have no doubt encountered the phenomenon of “blame and shame” in the workplace. It’s often finger pointing among staff, between staff and management, or even among the managerial leaders themselves. It’s the job of the training professionals to focus on those areas of knowledge and skill that are most helpful to the organization’s mission and responsibilities, and dealing with blame and shame in the culture is a significant opportunity to do so.
A Quick Case Study
The scenario is common: Something goes wrong, and suddenly the finger pointing begins. And as it does, tempers escalate, people on the receiving end of the finger pointing get defensive and point right back — and chaos ensues. Worse, managerial leaders decide to “get to the bottom” of the problem, and “hold people accountable,” which just make things worse. Everyone goes home at the end of the day in a sullen mood.
The Impact of Blame and Shame on Organizations
Unfortunately, blame and shame are common themes in many organizations, robbing everyone of the outstanding performance that they can achieve. No one comes to work in the morning wanting to be blamed or shamed for anything. Blaming and judging others amount to wasted time and energy that frustrates others and could be better used to focus on what really matters.
Telling people critically what they are doing wrong, or blaming them for perceived errors, will never be a motivating influence on them. It will more likely create shame. And when leaders participate in this behavior, things just get worse. Judging and blaming others is not caring about them. News flash: People are not obligated to be the people others expect them to be, and they will never be perfect. When people judge others, especially leaders, and criticize them or their approach to their work or life, they are taking their eyes off of their own work, their own intentions, and their own growth. This not only impacts company culture but can also affect an organization’s bottom line too.
However, as training professionals know, people can learn and can be trained. The reality is, much of this negative energy and behavior is the result of people not having the awareness and skill set to properly navigate when things go wrong. And in the absence of that, people tend to revert to their own emotional reactions. Those leading the training function have an opportunity, and a responsibility, to ensure that this necessary skill set is embedded in training initiatives delivered across the organization.
So, what should the training and development leader do?
L&D Leaders’ Role in Addressing Blame and Shame
All leaders, including training leaders, should never be afraid to look inward first. People who get caught up in an endless cycle of blaming others for their reality inevitably have done little to take an honest look inward at themselves. They have rendered themselves as victims and this can be detrimental to the entire organization. While looking inward requires genuine introspection, there is power in recognizing the errors of our ways. And once that is accomplished, the training leader can then encourage other leaders to do the same. Using inquiry and open dialogue, the training leader is in a critical position to cause reflection among all leaders about their behaviors, and the business consequences of those behaviors.
Leaders can easily forget that learning requires mistakes. Those in the learning leadership roles know that mistakes are an important part of learning and growth. When we expect perfection, we deny the ability to learn, blocking professional development and setting people up for failure— including ourselves. It is the humble leader who admits that no one is perfect, including the leader. Those in training can encourage that humility, among both leadership and staff. Doing so helps others to be willing to step forward, learn from experience, grow as professionals and change themselves as the work is being done.
Most people in training roles realize that it doesn’t take intelligence or courage to criticize and complain. What is intelligent is an immediate focus on the problem or the mistake, and a rapid correction to get everything back on track. Training and development leaders play a crucial role in helping people recognize that everyone shares the responsibility of not just identifying problems but also offering solutions and collaborating to resolve them.
Learning leaders must recognize that leaders and professionals cannot be creative or innovative in an environment where they are constantly judged, censored, blamed or penalized for behavior or decisions that fall outside the norm. All blame and shame must be eliminated from the organizational culture, and the training leaders are in a prime position to make sure people understand what is expected of them. Blame and shame are toxic to a productive culture, but they can be prevented through effective staff orientation and ongoing training before they have a chance to spread.
Transforming Challenges Into Opportunities
The most effective learning leaders foster a sense of calm while energizing those around them, reinforcing strengths even in the face of mistakes — because mistakes will happen. These training professionals inspire purpose, nurture relationships built on honesty, confidence and trust, and encourage others to recognize their own potential, pushing them to rise above the ordinary and surpass mediocrity.
Great learning leaders recognize that no one has final or absolute answers to the problems that sometimes arise among people in organizations. Rather, learning professionals can strive to nurture growth, accept mistakes and errors as learning moments, and create an environment of confidence and capability.
Training leaders must exercise discernment, ensuring that the negativity of some does not diminish others. Truly exceptional leaders, whether in training and development or another functional department, are committed to fostering a supportive environment — one that avoids blame and shame altogether. Exceptional leaders in the learning function take swift responsibility for everything that happens on their watch, transforming mistakes and challenges into valuable learning opportunities. By consistently avoiding blame and shame when things go wrong, they foster a highly engaged workforce — a community of leaders and professionals united by a shared purpose, built on mutual trust and confidence.
