How Taking Ownership of Your Mistakes Changes Everything

Have you ever wondered how some people seem naturally inclined to lead other people and teams, without a hitch? One of the most desirable traits that a strong leader possesses is personal accountability. When you’re a highly accountable leader, you are willing to take responsibility for your words, actions, behaviour and mistakes. This essential trait sets you miles apart from other leaders who do not practice accountability in their workplace.

Read More: Responsibility vs Accountability: Is Responsibility Enough?

It is natural to be praised and accomplished but why is it harder for some people to accept mistakes? We need to consider how mistakes make or break some situations and how they tend to be opportunities for learning and growth. Making mistakes is an undeniable part of human nature and experience. The fear and consequences of failure may be one of the reasons why people tend to avoid mistakes and are unwilling to take ownership of it. 

Usually, a mistake can range from something minor to a catastrophic one. While some may accept their mistakes, they may not own up to it. Even if it’s an irreparable or grave mistake, taking ownership goes a long way in establishing yourself as a reliable leader. The burden of fear, shame, guilt, punishment, and abandonment are heavy deterrents that demotivate people from accepting mistakes and are usually a cause for avoiding responsibility for their actions. It takes immense courage, kindness and compassion to forgive yourself when the weight of the mistakes lies heavily upon you.

Accepting and owning up to mistakes could sound like an unpleasant experience to you, but it can be a stepping stone to your success, as you learn to practice it at work. It will give you an edge over others when contending for leadership positions. 

Potential Drivers behind being Personally Accountable

Intrinsic Motivation

While the leader’s actions and decisions are usually held accountable by other people and tend to be motivated externally by promotions, praise or rewards, their internal motivation and self-concept can also contribute to their behaviour. For example, if the leader is driven by his passion and perseverance, he will strive to perform better and lead his team purposefully. Other examples of internal motivators are curiosity, sense of accomplishment, creativity, confidence and conscientiousness.

Self-Concept

One of the central themes of Psychologist Carl Rogers’ theory is self-concept and its components. Self-concept is the umbrella term for the image or perception that we have of ourselves, like “I am a good person”, or “I am loyal”. It consists of three components:

Self-Esteem is the value and acceptance you place on yourself.

Self-Image is how you view yourself in the present.

Ideal Image is whom you wish to be, regardless of current or past experiences.

If your self-concept is aligned with reality, it is congruent and if your self-image clashes with your ideal image, incongruence occurs. Incongruence leads to unresolved guilt and dissatisfaction, which can impair your ability to lead your life, as well as your team! Carl Rogers believed that for a person to achieve self-actualization (realizing full potential), they must be in a state of congruence. 

Read More: Why it’s Important to have High Self-Esteem, According to Psychology 

Moral Compass

When you’re in touch with your innate sense of morality, you are more likely to recognize when you’re deviating from doing what is right. Facing mistakes rather than running away from the consequences is a sign of an ethical leadership workplace culture. Rather than maintaining the image or the appearance of being righteous, a compassionate leader accepts their faults and their actions are aligned with their moral standards. 

Personal Experiences

Our personal experiences shape us in a myriad of ways. For example, you’re more likely to learn not to do something after knowing that it would lead to a mistake. The wisdom you gain from both making mistakes and avoiding them, can help you lead or inspire others to be kinder and braver to themselves. When we acknowledge our mistakes, we learn, reflect, adapt and make smarter choices.

Performance driven attitude

A leader who is both accountable and performance-driven would constantly look for avenues of progress and growth. They tend to be driven by the thirst to excel, are usually highly conscious of their shortcomings and are eager to become better versions of themselves. For example, to improve their workplace skills and update their knowledge, they would join training programs or courses.

Authenticity and personal investment

When you don’t hesitate to own up, you are more inclined to keep your word and follow through on your commitments. Your authenticity can build a sense of trust and reliability with your team. Becoming personally invested with yourself and your team will ensure that the work aligns with the team’s goals.

Read More: Signs You are Born to be a Leader, According to Psychology

Aftermath of acceptance and ownership

Feedback Loop

A mark of an exceptional leader is being open to feedback and giving credit where it is due. Our perspectives of events may not always be rooted in reality and we might even get defensive when faced with our own mistakes. At the workplace, taking constructive feedback from the team can lead to clarity and trust among them. Similarly, appreciating or crediting team members when they perform well and giving them honest input can foster open communication.

Vulnerability

There is a sense of vulnerability in accepting your mistakes, handling emotions and accepting your role/ part of the mistake. Processing and regulating your emotions after making mistakes will lead to better sleep, without the burden of guilt and other heavy emotions. Showing vulnerability and taking ownership builds trust and inspires others to also showcase their own susceptibilities.

Growth

Depending on the gravity of the situation, taking responsibility for making mistakes can cause a major or minor shift in a person’s perspective. When you also consider the feedback from external sources, you can avoid our own judgements and prejudices. To live with one’s mistakes is an important part of personal growth. Working towards progress and not perfectionism will inspire a growth mindset that improves your holistic performance.

Read More: Psychology Behind Growth Mindset

Decision Making

After you take ownership of your own mistakes, there is a sense of clarity and you regain control of the situation. You are more proactive than reactive when it comes to making important choices. For example, when you discover you made an error at work, you would consider or present the potential solutions and that demonstrates initiative from your side.

So, when you’re aiming to be a seasoned leader, wouldn’t it be better to both celebrate your successes and also acknowledge your failures, as both offer equally valuable insights?

During your journey as a leader, navigating setbacks caused by your mistakes can be an important setup for a powerful comeback.