Why Great Leaders Share Responsibility Instead of Throwing Others Under the Bus

I recently witnessed a leadership moment that left me shaking my head. A CEO, standing in front of a large crowd, pointed to a fellow C-level executive and declared,

“If anything goes wrong with this initiative, that's the person to blame.”

Now, let's pause for a moment.

This wasn't a lighthearted joke. It wasn't said with a wink and a nudge. It was a clear and public shifting of responsibility onto one individual.

The first thought that came to mind was: If that's how leadership operates, why even call it an “executive team”?

The Failure of Blame-Based Leadership

Public blame-shifting isn't just unprofessional–it's a failure of leadership. When a leader singles out an individual for potential failure, they erode trust, create fear, and stifle innovation. In contrast, great leaders cultivate an environment where accountability is shared, learning is encouraged, and failures are seen as opportunities for improvement.

A strong leadership team should function as a cohesive unit. They should be a team, not a collection of silo leaders.

When one member falters, the others step in–not to assign blame, but to find solutions. A CEO who throws a colleague under the bus in front of an audience isn't fostering accountability; they're fostering defensiveness and disengagement.

I never interacted with the CEO at the time, but the blame game was strong at GM 30 years ago when I worked there:

Accountability in Leadership: My GM Flashback Story and the Blame Game

See more posts about blame.

Accountability vs. Blame

Accountability means taking responsibility for results–good or bad–and using them as a basis for improvement. Blame, on the other hand, is about assigning fault without looking at systemic factors or opportunities for growth.

Leaders who truly embrace accountability don't pass the buck. Instead, they:

1. Create a Culture of Psychological Safety – When people feel safe admitting mistakes or performance shortfalls, they're more likely to learn from them. Harvard researcher Amy Edmondson has shown that psychologically safe teams perform better because they're willing to take risks and admit missteps without fear of humiliation.
2. Use “We” Instead of “They” – Effective leaders understand that challenges are faced together. Instead of saying, “If something goes wrong, it's on them,” they say, “If we encounter obstacles, we'll work through them together.”
3. Frame Mistakes as Learning Opportunities – A Lean leader doesn't fear mistakes; they embrace them as fuel for continuous improvement. As I wrote in The Mistakes That Make Us, organizations that normalize learning from failure build resilience and adaptability.
4. Focus on Process, Not Just People – Often, failures are not the result of a single person's misstep, but a breakdown in process. Leaders who adopt Lean thinking know that improving systems–not blaming individuals–is the key to sustainable success.

Interview with Amy C. Edmondson On Psychological Safety And “The Fearless Organization”

A Challenge for Leaders

If you're in a leadership role, ask yourself:

• Do I take responsibility for team failures, or do I distance myself from them?
• Do I encourage open dialogue about mistakes, or do I create an environment where people fear being blamed?
• Am I fostering accountability in a way that drives learning, or am I simply looking for a scapegoat?

Accountability is not about finding someone to blame when things go wrong. It's about creating an environment where people feel empowered to take ownership of their work–without fear of public humiliation. True leadership is about standing together, not standing apart when challenges arise.

What have you seen in your organization? How do your leaders handle accountability? Let's keep the conversation going in the comments below.

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Let’s work together to build a culture of continuous improvement and psychological safety. If you're a leader looking to create lasting change—not just projects—I help organizations:

• Engage people at all levels in sustainable improvement
• Shift from fear of mistakes to learning from them
• Apply Lean thinking in practical, people-centered ways

Interested in coaching or a keynote talk? Let’s start a conversation.