Here it is from a cut / paste as opposed to including any edit
A dear friend and fellow retired CAF Svc mbr asked me over the weekend why I have prefaced most of my public comments on the CAF situation with some type of apology or statement of self-blame.
He and I disagree on this issue and I realized that my
position needed to be more public if I aspired to influencing the debate. My
stance does not come from a sense that our whole careers were failures.
Beside failure, what other term can you use to describe
leadership that allows a work environment where parts of the team are regularly
subjected to SH and SA. As one woman said to me “It is a matter of when next,
not if I have to deal with the issue”
None of this presupposes an easy fix, nor indeed refutes
that significant progress has been made. The same friend describes the
operating environment, compared to 25 years ago when she joined, as
“unimaginably better, but yet nowhere near good enough.”
If we don’t accept that we have failed, if we try to
defend our individual and collective actions by continually referring to all
the things we have done and do, we are essentially defending where we find
ourselves in this moment of time.
Only through accepting our response has been inadequate
are we truly able to look at what has been done, see it as insufficient and as
a consequence make the necessary adjustments to not just do better, but do what
needs to be done.
So I and others are to blame through acts of omission
and commission. Pretending it is someone else’s fault or the system or culture
is bad leadership. The principles of leadership
teach us: “Seek and Accept Responsibility” It doesn’t say: Only when that makes
you feel good.