It’s Not My Fault
I’ll admit it right from the start. I’ve played the blame game. I’m not proud of it. It sets the wrong tone for my daughters and for others surrounding me. I regret it as soon as the denial leaves my mouth…but it happens anyway. More often than I’d like for it to happen.
One of the foundational principles that the successful female leaders I interviewed adhere to on a consistent basis is accountability. That is, no matter what happens, no matter the outcome, the head coach is accountable for her program, her staff and her players. Regardless of the scenario, the head coach is responsible for what happens. If a player gets into some trouble off the court, the coach steps in to try to help remedy the situation. Regardless of the fact that a coach or a boss in any business, cannot be responsible for their employees or colleagues 24/7. If the team endures a season less successful than anticipated, or less successful than the standards that are expected of that program, the coach accepts responsibility for that outcome.
When the University of Tennessee Lady Vols failed to advance to the Sweet 16 in the NCAA tournament last year for the first time in the history of the tournament, head coach Pat Summitt didn’t blame the players, didn’t blame her colleagues, the team trainer, or the fans. She essentially said she would work to rectify the situation. Now, some would think it crazy that a college coach whose team won more than 20 games and made it to the NCAA tournament would not be satisfied with those results. But you’re talking about Tennessee, the best program in the history of women’s college athletics. When you begin your preseason practices with the goal of WINNING the national championship, anything less than that is difficult to accept for those involved in that program. Players don’t go to Tennessee to be mediocre.
Which leads to the question, why do people fail to take accountability for their department, for their program, for their own actions? It might be considered “old school” but it seems pretty simple…Do what you say you’re going to do. If you can’t, don’t blame other people or entities. Just work harder to fix what you can and perform better the next time.
One of the reasons people fail to be accountable is that we often operate out of fear. We live in a business climate that is essentially win-at-all-costs. So if you don’t win, what happens? Usually, you’re fired. Bosses that are punitive, rather than collaborative and contemplative, produce employees who fear failure and, consequently, don’t want to accept accountability when things don’t unfold as planned.
The one big problem with a punitive mindset is that it prevents your colleagues from performing to the best of their ability. If employees, colleagues, players, or children are constantly operating under a premise of fear, then they are going to play it safe. They’re not going to push the proverbial envelope, because if they do and fail, somebody’s got to take the fall. That’s hardly the recipe for encouraging initiative, innovation, and creativity. CEOs, directors, bosses, coaches, teachers, et al, who, on the other hand, do not punish when the ultimate prize is not achieved, inevitably earn a greater return.
Notre Dame women’s basketball coach Muffet McGraw said that one of the things she absolutely loves is when her assistant coaches demonstrate accountability to one another. It fosters greater cooperation and trust between colleagues, a greater cohesion to the work effort, and, in the end it filters down to the team. McGraw said one of the things that she and her staff discuss with the players is the concept of accountability. However, she cautions that most often, people will not volunteer to be accountable. It has to be encouraged, and, in the case of McGraw and her staff, practiced and modeled.
Tags: women and leadership