There’s a moment every manager dreads. You realize you messed something up.
Maybe something slipped. Maybe it was a decision you made. Maybe your team missed and you didn’t catch it in time.
Whatever it is, you feel it immediately. And then your mind starts racing.
What is my boss going to think? What is my team going to think? Did they make a mistake putting me in this role?
If you’ve recently taken on a new team, that pressure hits even harder. You’re still trying to establish credibility. You’re still trying to prove that you were a great hire. And now this happens, and it feels like it could undo everything you’ve been working toward.
So what do a lot of managers do in that moment? They try to protect themselves. Try to soften the blow. They add some context. They explain who else was involved so it doesn’t look like it was entirely their fault.
This feels like the right way to protect yourself but it is a fast track to losing trust.
Here’s the point that a lot of people miss. When you’re the leader, the goal in that moment is not to protect yourself. The goal is to become someone your team and your boss can trust when things go wrong.
Because that’s the real test of leadership.
Anyone can lead when things are going well. But when something breaks, people are paying very close attention. They’re watching how you respond. They’re asking themselves whether you can see reality clearly, whether you can take responsibility, and whether you can fix the problem.
But what if it wasn’t all your fault? Like, what if someone on your team was actually the lead on this project and they messed up?
You’re still going to step up and take responsibility for what happened.
Being the leader means you own everything that happens with your team. Don’t believe me? Here are some examples:
You own clarifying the mission, so everyone understands what you’re trying to accomplish.
You own assigning the necessary resources to get the job done.
You own coaching your team so they know how to overcome obstacles and adversity.
You own the environment your team is operating in. So when something goes wrong, even if you didn’t personally cause it, it’s still on you.
OK, enough of me preaching about ownership. Let me give you a simple, 3-step protocol for taking responsibility when you and your team mess something up.
Step 1: Own It
Not surprisingly, the first step is to own it. Clearly and directly. You can say something like,
“This was my fault.”
“This is on me.”
“I take responsibility for this.”
No qualifiers. No hedging.
You’ve got to fight the natural impulse to half-own it. You’ve heard this before. The person subtly mentions the other people who were involved in what happened. They’re not exactly blaming those people, but they are implying some shared responsibility for the misstep.
Don’t do this.
When you fully own it, it signals maturity and emotional control. It tells people it’s safe to trust you.
Step 2: Explain the impact of what happened
The second step is to explain the impact of what happened. Clarity matters here. What actually happened, and what does that mean for our business, for our progress against the objective we set out to accomplish?
When you’re unclear here, people don’t know what to expect. Is this a big problem? How long is this going to take to fix? Were customers impacted?
Be direct.
Step 3: Explain what you’ll do differently going forward
The third step is to explain the changes you will be making to ensure this doesn’t happen again.
This is the part that actually builds confidence in you. Not just that you see the problem, but that you’re going to fix the system that caused it.
That might sound like:
“Next time, my team will write a stakeholder alignment doc, so we don’t head in different directions.”
“From now on, I will assign a single owner and give them a clear escalation path.”
“Going forward, I’ll build in checkpoints so we catch issues like this sooner.”
That’s good leadership.
If you’ve recently taken on a new team, moments like this are going to happen. They’re part of the job. The difference is how you respond when they do.
You can either hide from the truth and protect yourself, or you can take ownership and build trust.
This is how you develop confidence from your new boss and your new peers.
Added bonus: when you model this in front of your team, they will start to do it too. Pretty soon, you’ve got a team full of owners, not a team full of excuse-makers. This is the foundation for a top-performing team.
Cheers,
Jeff
P.S. If you’re a tech industry manager who has recently taken on a new team, I built something you might want to check out. It’s a free 5-day email course called: The 5 Mistakes Tech Managers Make When Taking on New Teams.
I’m wishing you the best. Reply to this email and let me know how it’s going in the new role. I love hearing from you!
