By: Johannes Shangadi
One of the common inconsistencies in the way we navigate professional spaces is how we perceive fallibility.
At junior or operational levels, mistakes are almost expected; part of the learning curve. Yet, as we look upward, that expectation seems to shift. We often assume that the more senior the position someone occupies, the less likely they are to make mistakes.
This is unsurprising, however, as leadership is often associated with certainty, expertise, and sound judgment. We look to leaders as examples, idolising them at times. That perception can subtly lead to the belief that mistakes at the top are rare, or worse yet, unacceptable.
Truth is, human fallibility doesn’t disappear with experience or title. Decision-making, especially at leadership level, is often complex, contextual, and made under pressure with insufficient information. Errors aren’t always the result of incompetence, but often the by-product of navigating ambiguity.
If we accept that fallibility is a shared human trait, we create room for more balanced expectations. Leaders can hold accountability while still being extended the same understanding we offer peers or team members. The goal isn’t to excuse poor decisions, but to acknowledge that no one, regardless of rank, is exempt from being human.
A more empathetic workplace forms when we realise that grace should travel in all directions. Leadership doesn’t make us immune to mistakes, it just means the stakes – and scrutiny – may be higher.
