Ownership & Accountability

“[…] on any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.” — Extreme Ownership

Your responsibility

In the context of management, a fundamental tenet underscores our approach: leaders bear the ultimate responsibility for both success and failure within their domain. It is imperative that leaders assume unwavering ownership over all aspects of their responsibilities, eschewing any inclination to pass blame onto others. In the face of mistakes and failures, leaders must have the fortitude to acknowledge these issues, take full responsibility, and devise a concrete plan for remediation.

In the course of your managerial journey, setbacks are inevitable. At times, the temptation may arise to attribute these setbacks to the inadequacies of others. However, irrespective of the accuracy of such assessments, they are ultimately irrelevant. As a manager, you alone shoulder the responsibility for achieving the goals you have committed to. Your task is to navigate the challenges with the resources at hand, recognizing that success is your prerogative.

In parallel, it is crucial to define the ideal conditions and resources that would enhance performance. In this regard, two options are at your disposal: termination and replacement or investment in the development of your team members. Typically, the latter proves to be the more viable option.

Termination and replacement should only be contemplated as a last resort, reserved for situations where all other avenues have been genuinely exhausted (with an appropriate reflection on whether they indeed have been exhausted). In such circumstances, a revisit to the “Handling Poor Performance” section is recommended.

In your capacity as a manager, your overarching role is to provide your team with the necessary tools and a structured framework to facilitate their success. While some individuals may excel independently, it is essential to acknowledge the diversity of skills, backgrounds, and cultures that each team member brings to the table.

Common pitfalls

• One common pitfall that leaders must avoid is deflection. As the owner of the managerial realm, the burden of responsibility invariably falls upon you.
• Comparing your direct reports to yourself: everyone is unique there is no point in comparing yourself with anybody else. Nonetheless, you can use your own skill levels to establish a target for your direct reports and your goal is to remove the obstacles and find the right opportunities for your direct to get there.