“Good leaders know that if something goes wrong it is their fault, and if something goes right someone else should receive the credit”

“Good leaders know that if something goes wrong it is their fault, and if something goes right someone else should receive the credit”

Leaders lack the luxury of excuses. We find ourselves becoming very good at apologizing for the actions of others, but let’s not confuse leadership with protection. If we always take the blame for the actions of those we lead, will they learn anything? Are we leading them? Do they grow from the experience? The answer to these questions is yes, if the right framework is used.

First, accepting blame and coming in to save the person is noble and is the leadership thing to do – but only the first time for a given situation. It allows us to demonstrate that we are on their team and that they can count on us for help, and it is the ultimate opportunity for a coaching session; tell them they screwed up. Ask them what they could have done different and if they don’t know, tell them. Ask them what should be done about it, if they don’t know ask them more questions to try to get them to come up with the answer. When we take the blame, and handle an apology for someone or a group, we are only leading if we are teaching along the way. Asking questions makes people think, and when they come up with the answers themselves, they take ownership. In the end we work together with them to formulate an apology/solution to the situation, but deliver it ourselves, assigning no blame to the individual. While this shows them we are on their team and is probably one of our first powerful opportunities to act as their leader, we should never forget to communicate that the next time it happens, they will handle it on their own. Then, make sure we follow through on our word. The next time it happens, we are likely not to even hear about – it may just get handled by them, but if it does, try reversing the roles. Help them come up with the solution/apology, follow up action, and participate in the delivery, but have them take the lead. And most importantly, after they handle it themselves, tell them how proud you are.

Enough with taking the blame, let’s give some praise. This is the opposite of taking the blame and it is our job. It is good to give praise to someone else even if you or someone leading them had helped them and the success was not totally their own. A good example is a new Project Manager going on their first project, and being accompanied by a Senior Project Manager for guidance. That project manager, and not the Senior Project Manager, needs to be recognized for completing the project successfully. Taking this approach allows us to do two things. First we are building up the confidence in the young project leader by recognizing them in front of others as if they had handled the entire project, which allows us to demonstrate our excitement about the potential of the young project manager and all the great things we expect out of them. Second, it is an opportunity to develop the leaders around us, which in this case is the Senior Project Manager. Before giving the recognition to the new Project Manager, have a discussion with the senior person and let them know how proud you are of them being a mentor the younger person, and for them taking the initiative to lead by example. And if it works out, it is very powerful if you let the senior give the new person all the credit in front of you and their peers.

Whether the success was our own or another leader’s, always be humble, and always find someone else to recognize for the accomplishment.