Your silence will be interpreted as either: you don’t make mistakes or mistakes are not tolerated in your workplace. If you want to allow mistakes (and the lessons that come from them), you must make it clear that mistakes are OK. The fastest way to do that is to admit your own. In addition, when you admit your mistakes you build your credibility and trust with others.

Whether it is raised by the media or their opponents, presidential candidates typically have to deal with mistakes and/or errors in judgment. Generally speaking few candidates score well in this area. Each tries to deflect the questions, change the subject or, in some other way, deny there was any mistake at all.

There is great peril for candidates with this approach. It appears from the outside that people don’t want to admit a mistake due to ego or a perceived lack of judgment. When considered in a more personal and up-close light, you realize that not admitting a mistake is a mistake – costing credibility and trust (at the very least).

Unfortunately many leaders are afraid or reluctant to admit mistakes for the same reasons as the candidates, and they face the same pitfalls for doing so.

Build Networks

Candidates know they can’t win a nomination alone. They must have endorsements, contributions, support, help and more from a wide range of people. This is why the best politicians are typically great networkers.

Former President George H.W. Bush and his wife Barbara are legends for their handwritten notes. It is well documented that between them they have written thousands of personal notes to people – and they began long before Mr. Bush decided he wanted to be President Bush. The message is clear – to reach large goals we need help and support from many. All the candidates – even those who don’t win - know and act on this fact.

However, in many organizations, individual leaders become insular. They might have a network inside the organization, but seldom do they work hard to maintain and build their network – especially outside their function or organization. The best leaders know they need to cultivate a wide assortment of friends, colleagues, supporters and more. This network will serve them in many ways, often in ways not seen as it is being created.

If you have a strong network, consider how you can tap it to support the efforts of those you lead. Who do you know that might be a resource to your project team? Who might be able to help your star employee gain some new experiences? What opportunities can your network provide to you and your people? And what can you do for them in return?

Take a tip from the candidates. While you may never ask for a financial donation from your network, your network will still be critical to your personal and your leadership success. Invest the time to build and nurture it.

Presidential politics isn't business, but these very public events do offer you opportunities to learn and apply lessons that can benefit you and your organization. As you watch, read, and listen to campaign materials, think about more than just the sound bites and the political posturing. Continue to think about the principles you observe that can serve you as a leader and can help you identify and develop your successor and the other future leaders of your organization.

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Potential Pointer: Change comes at us from all directions; some we can choose, others are thrust upon us. There are ways to help you open up to change, whether you seek it or it is given to you. When you are more open to the possibilities change might offer, you will be happier, healthier and more satisfied in life.

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