Leaders are everywhere. Some are easy to spot; they are C-level executives, presidents, managers, directors, coaches and team captains. Others are not as obvious; they are individual contributors on a team, counselors, teachers and volunteers. Leaders change our world for good or bad in big and small ways.
Fortunately, there are many good leaders out there. Unfortunately, there are just as many bad ones. Many attributes are used to define a great leader: honest, authentic, confident, a good listener and communicator, inspiring, committed and hardworking, to name a few. In my opinion, there is no attribute more important than accountability — the deep-rooted, blame- no-one, the-buck-stops-with-me kind of accountability. The kind of accountability that says, “I take complete ownership of what just happened. It’s my fault and no one else’s.”
There is no such thing as a perfect leader. Every leader makes bad decisions, says the wrong thing at the wrong time, gives poor direction, reacts badly and gets defensive. What separates the best from the rest is how a leader takes ownership for mistakes, not only those he or she personally makes but also those of his or her team and organization as a whole.
It’s easy to fall into the trap of blaming other people and outside forces for a given situation:
• “The market is brutal; that’s why our sales numbers are so low.”
• “There are too many budget constraints. I can’t get the resources I need to be successful.”
• “Management just doesn’t get it; this plan will never work.”
• “I don’t have ‘A’ players on my team. How can I succeed when I have to work with incompetent people?”
• “I have to work with that person; I’m not going to tell her what I really think and risk losing my job.”
• “My team is pulling its weight but can’t get any farther because other departments are fumbling.”
While all of these excuses might have some merit, they are just that: excuses. If it isn’t your role as a leader to overcome these types of obstacles, whose role is it? If it’s not your responsibility to ensure you’ve developed a high-performing team, then whose responsibility is it? If it’s not your job to lead, then whose job is it?
Most of us understand the value of being accountable, but we stop short of true ownership because we put conditions on it. We are willing to take ownership as long as others do, too. We will take responsibility for part of the mishap, but only our part. We convince ourselves taking full ownership isn’t fair or we shouldn’t have to because it wasn’t 100-percent our fault. And even when we fess up and take our share of the blame, we justify it with explanations and excuses. This is conditional ownership and not true buck-stops-with-me ownership.
The best leaders don’t just take responsibility for their own jobs, lives and mistakes; they take responsibility for everything that happens to their teams and organizations no matter what. They don’t pass blame to other people or events; they look within themselves. It’s the job of a leader to create the conditions for success, and if success is fleeting, it’s ultimately his or her responsibility to fix it. There is no other way to lead than by being truly accountable for everything you say, do and lead.
So, the next time you find yourself blaming the market, management or your less-than-high-performing team, remember leadership starts and stops with you. If something isn’t working, take action to fix it. If your team isn’t on board with a new direction, assume you didn’t effectively share the “why.” If morale is low, take responsibility for poor communication and decision making. If the market tanks, accept it as a challenge to succeed anyway. Make no excuses; take true ownership.
It takes an exceptionally strong leader to stand in the background and give his or her team full credit when all is going well, letting them bask in the glory of success. It takes an even stronger leader to say, “This is my fault and only my fault,” when things go wrong and the team or organization fails. The buck stops with you. Own this fact with gusto, and you’ll be a far more successful leader.
For more information, contact Kerry Siggins at kerry.siggins@stoneage tools.com. To read or sign up for her blog, visit www.kerrysiggins.com.
