Leadership Accountability: Why Taking Ownership Matters More Than Being Right
- linnearader
- Mar 9
- 6 min read
Updated: Mar 20
I worked with someone who wouldn't take accountability for anything.
Well, unless it was taking credit for something. For that, credit would be taken. If they made a mistake however, the finger was pointed. The idea they were presenting suddenly became someone else's. The decision they had made became a decision they were overturning.
Often this person did all of this behind the backs of others. We watched relationships crumble and trust fail and had no idea why.
When it all became clear, it was devastating. Luckily by the time it came to light, the individual had left the organization. But since nobody really knows where all the misinformation and fault was placed, it could take decades to repair.
That's what happens when accountability is missing. The damage doesn't just affect one relationship or one project. It spreads. It compounds. It creates a mess that outlasts the person who created it.
What Accountability Actually Means
"Own your part of it. Don't point fingers. And move on."
Accountability isn't about being perfect. I'm not a perfect person and I don't intend anyone else to be either.
I make mistakes all the time. I own them and try to move on. I can't think of a particular instance to highlight because it happens regularly. That's being human.
The biggest thing with accountability is to own your mistake. Explain what happened. Own your part of it. Don't point fingers. And move on.
That's it. That's the whole formula. But somehow, it's one of the hardest things for people to actually do.
The Most Important Part of HR
This is a regular occurrence in my work. It's likely the most important part of Human Resources if I'm honest.
When fingers point rather than taking ownership, respect is lost. When ownership is taken, you're assured, or at least reasonably assured, that the situation will be addressed and corrected in the future. When excuses are made, the exact opposite occurs. You're relatively certain nothing is going to change.
In a recent example, two people were not performing a task in a manner that satisfied the organization. When presented with the situation, one acknowledged the problem, understood the situation, and explained their intent to correct it in the future.
I respect that. I believe the change will occur. If there's a falter in the future, I will believe there's at least intent.
The other said nothing. Later questioned others as to the importance. Questioned the training received and continued to point fingers at reasons for the situation that were not within their control.
I don't believe the second person is going to be successful in change, which will then require discipline rather than a conversation. I'm hopeful that history doesn't repeat itself and that I'm wrong in my observations. However, I don't think I am.
That's the difference accountability makes. One person's career trajectory goes one direction because they owned it. The other's goes a completely different direction because they deflected.
When Accountability Is Missing
"Don't lower your standards just because someone else has."
The person I mentioned at the beginning, the one who wouldn't take accountability for anything, left behind a trail of damaged relationships that the rest of us are still navigating.
In those cases, all you can do is maintain your own accountability. Be honest. Be true. If you're questioned, don't throw mud. Be the bigger person in the situation and face the question with honesty.
Because here's the hard truth: when someone else lacks accountability, you can't fix it. You can't make them own their mistakes. You can't force them to stop deflecting blame.
All you can do is control your own response. Stay accountable yourself. Don't get dragged into the finger-pointing. Don't lower your standards just because someone else has.
Over time, people figure out who's trustworthy and who isn't. Who takes ownership and who deflects. You don't have to defend yourself against every false accusation or piece of misinformation. Your consistent accountability speaks louder than any defense you could offer.
Why Excuses Are Worse Than Mistakes
I'd rather work with someone who makes mistakes and owns them than someone who rarely makes mistakes but never takes responsibility when they do.
Because mistakes are fixable. You can learn from them. You can adjust your approach. You can improve.
But when someone won't own their mistakes, when they're too busy pointing fingers or making excuses or questioning whether it was even really a problem, there's no path forward. Nothing changes because they don't believe anything needs to change.
That's when conversations become discipline. That's when you move from coaching and development to formal accountability measures. Not because the mistake was unforgivable, but because the lack of ownership makes improvement impossible.
The Credit and Blame Game
You know what's interesting about people who won't take accountability for mistakes? They're often the first ones to take credit for successes that weren't entirely theirs.
It's a pattern. Ideas that were collaborative efforts suddenly become their brilliant insights. Projects that succeeded because of team effort get presented as individual achievements. Recognition that should be shared gets hoarded.
And then when something goes wrong, suddenly it's everyone else's fault. The decision they made yesterday becomes the decision someone else forced them into. The approach they championed becomes the strategy they were always skeptical about.
This does massive damage to trust. Because people aren't stupid. They see what's happening. They watch credit get claimed and blame get deflected. And they learn not to trust that person.
Real accountability means being honest about both sides. Taking ownership when things go wrong AND sharing credit when things go right. Not the reverse.
Accountability as a Leader
As a leader, your accountability matters even more than anyone else's on your team.
When you make a mistake, own it publicly. Explain what happened. Acknowledge your part. Don't deflect to your team or circumstances or bad luck.
Your team is watching. They're learning what accountability looks like by watching you. If you model it consistently, they're more likely to practice it themselves. If you deflect and make excuses, you've given them permission to do the same.
This doesn't mean falling on your sword for every problem that occurs on your watch. Sometimes things go wrong that genuinely aren't your fault. But even then, you can take ownership of your part, of what you're going to do differently, of how you're going to help fix it. As a leader there’s no reason to assign blame or make points publicly.
That's leadership accountability. Not pretending you're perfect, but being honest about your imperfections and what you're doing about them.
Holding Others Accountable
Part of being accountable yourself is holding others accountable too.
When someone on your team makes a mistake, give them the opportunity to own it. Don't attack. Don't shame. Just present the situation and let them respond.
If they take ownership immediately, respect that. Don't pile on. Don't belabor the point. They acknowledged it. They'll correct it. Move on.
If they deflect or make excuses, that's different. That's when you need to address not just the mistake but the lack of ownership. Because the mistake is fixable. The pattern of deflection isn't, unless it's addressed directly.
But be consistent. Hold everyone to the same standard. Don't let some people skate by while holding others to strict account. Nothing destroys trust in leadership faster than selective accountability.
The Long Game
"When you consistently own your mistakes, when you don't deflect blame, when you give credit where it's due, people learn they can trust you."
Accountability is one of those leadership qualities that pays off over time, not immediately.
When you consistently own your mistakes, when you don't deflect blame, when you give credit where it's due, people learn they can trust you. Not just with the easy stuff, but with the hard stuff too.
They'll bring you problems earlier because they know you won't shoot the messenger. They'll be honest about challenges because they've watched you be honest about yours. They'll take ownership of their mistakes because you've modeled what that looks like.
That's the long game. Building a culture where people take responsibility instead of pointing fingers. Where mistakes are learning opportunities instead of career-ending disasters. Where honesty is valued more than appearing perfect.
But it starts with you. Your accountability. Your willingness to own your part. Your consistency in not deflecting even when it would be easier to do so.
Moving Forward
I make mistakes regularly. So will you. So will everyone on your team.
The question isn't whether you'll mess up. The question is what you'll do when you do.
Will you own it? Explain what happened without deflecting? Take responsibility for your part? And then move on to fixing it?
Or will you point fingers? Make excuses? Question whether it was really even a problem? Deflect blame to circumstances or other people or bad luck?
The first path builds trust, respect, and the possibility of real growth. The second path destroys all of that, often irreparably.
Choose accountability. Not because it's easy or comfortable, but because it's the only path that actually works.
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Next in the series: Decisiveness - Making Calls with Imperfect Information
As always, carry social kindness with you everywhere you go. The world needs you and your positive mindset!
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