n rather than point fingers the result is better decisions, greater accountability (people are more prone to admit an error if they know their head won't be cut off as a result) and What is the culture in your organization? When mistakes are made what is the first question asked? "Who's to blame?" or "What can we learn from this?"

If the first question is "who is to blame," you may be creating a culture of fear and intimidation. The result of this culture is to stifle creativity and progressive thinking while fostering an environment where everyone plays the C.Y.A. (Cover Your A___) game.

Failure to learn from mistakes results in crisis management because either no decisions are made out of fear of making a bad one, or bad decisions are repeated because no one knows the correct response.

However, when you foster an environment where mistakes are seen as opportunities to learn rather than point fingers the result is better decisions, greater accountability (people are more prone to admit an error if they know their head won't be cut off as a result) and

s "who is to blame," you may be creating a culture of fear and intimidation. The result of this culture is to stifle creativity and progressive thinking while fostering an environment where everyone plays the C.Y.A. (Cover Your A___) game.

Failure to learn from mistakes results in crisis management because either no decisions are made out of fear of making a bad one, or bad decisions are repeated because no one knows the correct response.

However, when you foster an environment where mistakes are seen as opportunities to learn rather than point fingers the result is better decisions, greater accountability (people are more prone to admit an error if they know their head won't be cut off as a result) and

ent where everyone plays the C.Y.A. (Cover Your A___) game.

Failure to learn from mistakes results in crisis management because either no decisions are made out of fear of making a bad one, or bad decisions are repeated because no one knows the correct response.

However, when you foster an environment where mistakes are seen as opportunities to learn rather than point fingers the result is better decisions, greater accountability (people are more prone to admit an error if they know their head won't be cut off as a result) and

ng a bad one, or bad decisions are repeated because no one knows the correct response.

However, when you foster an environment where mistakes are seen as opportunities to learn rather than point fingers the result is better decisions, greater accountability (people are more prone to admit an error if they know their head won't be cut off as a result) and

n rather than point fingers the result is better decisions, greater accountability (people are more prone to admit an error if they know their head won't be cut off as a result) and continual growth and improvement.

Try this approach:

1) Check out the facts (don't go by what others tell you, they may be playing the C.Y.A. game and giving you a very distorted picture.

2) Once the facts are confirmed, talk privately with the individual and give them an opportunity to admit their mistake.

3) Tell the person exactly what he or she did wrong and its impact on the organization.

4) Reaffirm your confidence in them. After doing that, depending on the situation, pull your team together, discuss the mistake and get their ideas on alternative solutions for future situations.

Following these simple steps will equip your staff with confidence-and loyalty and those are far bett