“A good leader takes a little more than her share of the blame, a little less than her share of the credit.”
>
– Arnold H. Glasgow
This powerful statement from humorist Arnold H. Glasgow perfectly captures the essence of true leadership. It speaks to a philosophy centered on humility, accountability, and empowerment. While simple in its wording, this idea presents a profound challenge to traditional, top-down management styles. A leader who lives by this maxim builds a foundation of trust and respect. Consequently, they cultivate a team that is resilient, innovative, and deeply committed.
This quote is not about being a martyr. Instead, it is a strategic approach to building a strong, self-sufficient team. Leaders who absorb blame protect their team from fear. This protection encourages creativity and calculated risk-taking. Conversely, leaders who distribute credit empower their team members. This recognition fosters motivation and a powerful sense of ownership.
The Weight of Blame: Building a Culture of Trust
When a project fails or a mistake occurs, the instinct for many is to find who is responsible. However, a great leader looks in the mirror first. By taking more than their share of the blame, they are not admitting personal fault for every error. Instead, they are acknowledging their ultimate responsibility for the team’s output. This act sends a clear message: “I am accountable for what happens under my leadership.”
This approach creates psychological safety. Team members feel secure enough to innovate and experiment. They know that an honest mistake will not result in public shame. As a result, they are more likely to report problems early. This transparency allows issues to be addressed before they escalate into crises. A leader’s willingness to accept blame transforms failures from career-ending events into valuable learning opportunities for the entire organization.
Why Accountability Matters
Accountability from the top sets the standard for everyone else. When a leader models this behavior, it permeates the team culture. It discourages finger-pointing and encourages a collective focus on solutions. Furthermore, it builds immense loyalty. Employees will work harder for a leader who protects them than for one who throws them under the bus. This protective leadership style is a cornerstone of high-performing teams. It demonstrates that the leader prioritizes the team’s well-being and development over their own ego.
The Gift of Credit: Fueling Motivation and Growth
Just as a leader absorbs blame, they must also redirect praise. When a team achieves a goal, it is tempting for a leader to take the spotlight. After all, their guidance was likely instrumental. Yet, a truly effective leader steps back and shines the light on their team. They understand that success is a collective effort. Publicly and privately, they attribute achievements to the specific individuals who made them happen.
This practice has a massive impact on morale. It makes team members feel seen, valued, and appreciated. Recognizing individual contributions validates their hard work and expertise. This positive reinforcement motivates them to continue performing at a high level. Moreover, it builds their confidence and professional reputation. By giving credit away, a leader invests in their team’s growth. They are not just managing projects; they are developing future leaders.
This leadership behavior directly impacts employee engagement and loyalty. When people feel that their efforts are acknowledged, their commitment to the organization deepens, which drastically reduces turnover. Source
Putting Humble Leadership into Practice
Adopting this philosophy requires conscious effort and consistent practice. It is about changing ingrained habits and focusing on the long-term health of the team over short-term personal gains. Here are a few ways to start implementing this principle.
When Things Go Wrong:
- Use “I” and “We”: Start conversations by saying, “I should have been clearer on the requirements,” or “We missed a step in the process.” This immediately frames the issue as a shared responsibility with you at the helm.
- Focus on Solutions: Shift the conversation away from who is at fault. Instead, ask, “How can we fix this?” and “What can we learn from this to improve our process?” This makes the experience constructive rather than destructive.
- Provide Air Cover: Defend your team from outside criticism. Take the heat from upper management or other departments, then work with your team internally to address the root cause.
When Things Go Right:
- Be Specific with Praise: Don’t just say, “Good job, team.” Highlight specific actions and their impact. For example, “Sarah, your data analysis was critical to identifying the market trend that led to this win.”
- Share the Spotlight: When presenting successes to stakeholders, bring team members with you. Let them explain their contributions directly. This gives them valuable visibility within the organization.
- Celebrate as a Team: Ensure that rewards and recognition are shared. This reinforces the idea that every person’s contribution was essential to the collective success.
In summary, the wisdom in Arnold H. Glasgow’s quote provides a clear roadmap for inspirational leadership. It is a philosophy built on the powerful combination of humility and strength. By shouldering blame, leaders create safety and trust. By sharing credit, they build confidence and motivation. This approach does not diminish a leader’s authority; it amplifies their influence and creates a legacy of empowerment.