“The Dynamics of Finger Pointing: Reflections on Leadership and Accountability” – Dinakar Murthy

As the national elections in India approached and voting day neared on April 26, 2024, @dinakar reflected on the pervasive practice of finger pointing in politics and beyond. This habit dominated political debates, YouTube videos, and podcasts, which had been his companions while driving. Finger pointing often involved blaming others rather than finding solutions, a behavior he observed not only in politics but also in struggling companies. During his corporate days and later with mentees in the doHow® programs, Mr. Dinakar often joked about the three fingers pointing back at the accuser, reminding everyone to address their own shortcomings first.

Finger pointing typically has negative connotations, associated with blame or accusation. However, in certain contexts, it can foster assurance through problem-solving and accountability. Analyzing the decisions and actions that created the current reality naturally generated opportunities for improvement and evolution, establishing accountability, which might seem like finger pointing.

Leaders, both in politics and business, often fell into this trap, perhaps hoping to sway public opinion in their favor. Yet, this tactic bred hypocrisy, contradicting the very essence of “Walking the Talk” expected from leaders. Stephen Covey’s “Circle of Influence” and “Circle of Concern” from “The Seven Habits of Highly Effective People” remained relevant. People were encouraged to focus on what they could control rather than fretting over what they couldn’t. Yet, many aspiring leaders chose the latter, perpetuating issues rather than solving them.

Whistleblowers, often hailed as heroes for exposing wrongdoing, also engaged in finger pointing. While their actions could bring about positive change, they often faced backlash and personal consequences—a reminder that even noble intentions could have adverse effects. Perhaps the fascination of appearing virtuous drove people to point fingers. But what if a different approach was taken? Instead of pointing fingers, what if actions spoke for themselves?

Actions, they say, speak louder than words. Yet, Mr. Dinakar witnessed countless individuals preach perfection while delivering mediocre results. True leadership, however, began with setting the example, not finding fault in others.

Then there were exceptional leaders, both in public and professional life, who personally avoided finger pointing but encouraged it in their organizations. These leaders prioritized transparency, accountability, and continuous improvement. They understood that addressing mistakes and areas for improvement was essential for fostering a culture of learning and growth. By encouraging open communication and confronting challenges head-on, these leaders empowered their teams to take ownership and work collaboratively. They viewed finger pointing not as a means of assigning fault, but as a tool for driving accountability and achieving greater success.

Mr. Dinakar posed a challenge: How often did people find others in their contact sphere pointing fingers? How often did they let their actions do the talking? How often did they encourage finger pointing without assigning blame?
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