It's perfectly natural for people to not want to fess up to their mistakes, but letting others take the blame is unacceptable. Some of this problem could eliminated by doing as suggested above and not laying blame on ANYONE for the things that went wrong.
We always hold a follow up discussion of every event at the next PTO meeting. We ask for what everyone liked about the event and then ask for any things that people would change when/if we do the event again. No names, no blame.
I would recommend talking to this person and just be very open about the "perceptions" people have. Let her know that this needs to be a team effort with no blame for things that go wrong, but only positive discussion of how to move forward.
It's perfectly natural for people to not want to fess up to their mistakes, but letting others take the blame is unacceptable. Some of this problem could eliminated by doing as suggested above and not laying blame on ANYONE for the things that went wrong.
We always hold a follow up discussion of every event at the next PTO meeting. We ask for what everyone liked about the event and then ask for any things that people would change when/if we do the event again. No names, no blame.
I would recommend talking to this person and just be very open about the "perceptions" people have. Let her know that this needs to be a team effort with no blame for things that go wrong, but only positive discussion of how to move forward.
Can you talk to her about it. Maybe let her know that some folks think she is being too critical and that you want to make sure she hears that from you so that you guys as a team can make sure it doesn't impact the PTO. My first question is not "Who messed up" but "what messed up" as that is what we can fix for the next time. If you cannot talk with her about it then perhaps the entire board can talk about "how they're being perceived" as a group amongst the PTO families. Then issues can come up about a sense of alienation and criticism. It's hard to do but I suspect once you get the ball rolling it'll turn into a conversation that meets the intent.
One way to start this is to have folks write down on a piece of paper 3 things they believe folks think about your PTO without any indication of the issues. Then put them together and read them for discussion. There will be good things and bad things but should not be personal issues...just perceptions. If this is not in there, you can throw it in for discussion. That air of arrogance will be a morale killer for sure!
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Not knowing much about 'certain situations' you can have discussions about the errors made - a fix it for next time type conversation - during a meeting in which you ask for clarifications. This person may have the only answers which will help spotlight the situation. Typically when the spot light is shinning brightly in their direction people are more apt to confess. Tell us more specifics and I am sure more will chime in.
<font size=""1"">We must overcome the notion that we must be regular...it robs you of the chance to be extraordinary and leads you to do the mediocre."</font> (Uta Hagen)</font></font><br /><br> <br /><br>"Life is not measured by the number of breaths we take, but by the number of moments...
I have a very Arrogant 1st vice.
1st vice will not take claim to the mistakes that have been created. A know it all who wants to blame everyone else but themselves. Causing a great deal of discomfort with the chairpeople to the point of some of them walking away from committees. What do I do?
