One of the hardest things for leaders (and all people, for that matter) to deal with is criticism. We all want to be right, do right and have others consistently agree with and admire us. But every leader who has been around for even a short while knows that criticism is part and parcel of the experience. There is simply no way of avoiding it.
Consider all of history’s greatest leaders. Regardless of their era and role, every person that we would associate with positively changing the course of history was censured during his or her lifetime, often in scathing, relentless terms. It makes no difference whether they were people of great character or not. Nor did it matter if they were on the winning side of the argument or struggle. If they stood for a cause, led a nation or advanced a noteworthy agenda, then they were at times discouraged, condemned and perhaps even physically impeded from achieving their goals and aspirations.
If fact, why would anyone want to assume a leadership position when the potential for constant critique and pushback looms large? Why would anyone want to risk affecting their relationships with friends, colleagues, co-workers and other associates in order to assume a leadership post?
The answer, of course, is that leaders want to make a difference. They recognize that change is not easy for people and that any efforts that demand of others will invariably draw criticism. But they push forward anyway as they deem appropriate, knowing that criticism is simply society’s way of saying that what you’re doing matters and deserves attention.
Of course, there are many things that leaders could and should do to gain support and buy-in, such as building equity, developing a values system, and communicating (and listening) well. Still, there is no leader worth his or her weight in salt that can expect to adequately fulfill their responsibilities without experiencing meaningful criticism and backlash at times. Change initiatives are in many ways similar. They can be painful at present, affecting staffing levels, roles, reporting, workloads, work processes or similar things. But often these changes are necessary to ensure the long-term health of the organization. Sure, leaders need to account for what they do, how they do it, and the impact that it may have on their constituents. But they must also possess the courage and drive to advance change that they believe is proper and necessary. The backlash that they will invariably receive is not necessarily the result of anything bad that they did. Quite the contrary — it may, in fact, be the best indicator that they are on the right path and are doing what is necessary to genuinely fulfill their leadership duties.
“You have enemies? Good. That means you’ve stood up for something, sometime in your life.” ~ Winston S. Churchill