What do you do when the leader neglects their responsibility? How do you react? Do you ignore the issue? Do you lead up? What do you do? What can you do?
In any group or organization, there are typically leaders responsible for the overall decision making and collective efforts. No leader can be all things, so typically there are problems that exist. Sometimes leaders may ignore those problems and other times leaders may be unaware that the problem exists or feel that a problem doesn't require prioritization or concern. That's when those working with and for the leader need to act. As we all know, ignoring a problem doesn't make it go away.
Like all who work for leaders in any capacity, I've faced this issue. Also as a leader in some capacities, I've probably missed or under-prioritized problems in my midst too--problems that others noticed. In fact, recently I received a note about a problem in my midst that I wasn't prioritizing with as much energy as others deemed necessary--the note woke me up to this reality.
What can we do in situations like this?
First, if there's a problem, bring it to the attention of the leader(s) in the situation. If you fear reprisal for bringing up a problem, you may want to bring colleagues or teammates with you and also outline the problem in writing so you have a record of what you are presenting.
Then, offer to work with others to solve the problem, don't just present the problem and run.
After that, ask the leader to share with you what the follow-up actions will be. You may not need to know all the details, but it is essential that you know that the leader is taking the problem seriously and working to resolve the issue. If the leader does not take problem seriously, then you'll have to figure out the next step. You may have to let the leader know that you feel the problem demands attention and if the leader won't act, then you will have to go elsewhere to work at resolving the problem. Or, you may have to gather more evidence and facts to convince the leader that the problem is worth solving. If the problem is important, you can't just allow the leader to ignore the dilemma.
It is very challenging to lead up by presenting problems and potential problem solving strategies to the leaders in your midst. Often leaders take offense when their subordinates share a problem they have not noticed or prioritized with them. People use all kinds of strategies to reveal problems in ways that don't offend leadership, but still deal with identifying and outlining problems. I personally like a direct approach that thoughtfully brings up the issue with the acknowledgement that no one can see all sides of an issue and noting that it's possible I was missing some facts or perspective.
In the end, it's always right to relay the problems you notice if those problems greatly affect the people and priorities in your midst. To let a problem fester is to allow greater harm to happen. When we relay those problems with compassion, care, a sense of team, and the desire to make better, we typically are met with good collaboration. At times, however, presenting the problems in your midst can create conflict and struggle, but presenting an important problem is imperative no matter the backlash you receive. Onward.