Taking Responsibility

Leaders who want to be perceived as having credibility must master the art of handling mistakes properly. When—not if— leaders commit errors in judgment, unintentional offenses, or flat-out blunders, they then have a chance to practice responsible transparency and build respect.

Commander Scott Waddle was recently relieved of his command of the U.S.S. Greeneville after the nuclear attack submarine collided with a Japanese fishing boat, an accident that killed 9 people and injured 35. Waddle did not hesitate in taking responsibility and issued wrenching and raw apologies throughout the following months when he underwent public humiliation and recrimination. “My test has been, ‘Am I willing to compromise my integrity?’” Waddle said in an interview with Time magazine. “I cannot tell you how easy it would have been for me to say it wasn’t my fault—that the guys who worked for me made the mistakes. But I couldn’t in good faith do that.” Ten months after the accident, he returned to Japan to face the victims and the families of the 9 who died. Once again, Waddle apologized in tears (Jiji Press English News service, Tokyo, December 15, 2002). He lost almost everything, including his Naval career, but he is still considered credible and is admired by sailors around the world.

Have you done something that others might view as a personal offense, a broken confidence, a lack of support, an unkept promise, or as in Scott Waddle’s case, an honest take? You now have an opportunity to visibly demonstrate your commitment to honesty and accountability. Admitting mistakes and apologizing demand strength and courage, and risks and repercussions are often inherent. However, taking responsibility for errors—not hiding from them—and making amends for any incurred losses or offenses are crucial elements of responsible transparency that help leaders and companies build credible reputations.