Who Bears Responsibility for Failure – Manager or Employee?

Who Bears Responsibility for Failure – Manager or Employee?

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This debate will continue forever as most businesses will lack the right behaviours and measures to discern responsibility. It’s also okay for managers, directors, and any employer to admit when they've made a mistake, it happens to the best of us—it’s how we learn.

In the realm of talent acquisition and management, the blame game often arises when failure occurs. Is it the fault of the employee, or does responsibility lie with the recruitment process, onboarding or manager?

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“How many gems slip through our fingers due to our failure to apply the right pressure to the right areas of that glinting stone?”

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Something I learnt from my friend, colleague and an eon ago, my boss, Gary Goldsmith was, You can’t just concentrate on buffing the brightest stone!

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I employ various methodologies and competencies for hiring staff at different levels and roles across my businesses. However, two fundamental traits always take precedence: - Attitude & Aptitude.

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Attitude embodies the drive and determination to execute on directions, to work hard, show resilience and align to a set task.

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Aptitude denotes their capacity to absorb and acquire new knowledge, to execute on information and learn from the response.

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I consider their ability to work for me today and their capability that speaks to future potential. Talent is everywhere; we just need to know where to find it and how to manage it within the right cultural framework to benefit from the best behaviours.

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It's, unfortunately, a mathematical certainty that if the top 10% of people make up the top 10% of talent, we won’t all be able to hire them! Thus, the focus has to shift to how we foster an environment where individuals with the right attitude, aptitude, ability, and capability can thrive under our management, culture, processes, and set behaviours.

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My esteemed friend and number one sales trainer, Trevor Pinder always underscores the importance of cultivating the correct behaviours tailored to specific job roles. Past behaviours don't always predict future performance. Just because they were good there doesn’t mean they’ll be good here. It still comes down to ability today, capability for the future, the attitude to continue to succeed, and the aptitude to learn and adapt to new behaviours.

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As Albert Einstein said, “We can’t solve problems with the same thinking that caused them.”

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If an employee exerts maximum effort and dedication yet falls short of required standards, then it's a sign that the processes, behaviours, and standards could require revaluation. Effective management hinges on setting and consistently measuring standards, with everyone publicly committing to performance targets and aligning their behaviours with objectives.

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A person's best occurs when their behaviours match those required by the job.

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Visionary leadership and management demand setting a vision with unreasonable expectations.

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High expectations = high performance.

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I gave a talk two weeks ago and pointed out why ‘unrealistic people’ see the pinnacle of success. They have no ceilings; they want to break from the crowd, so they don’t seek its affirmation. They are the top one percenters as they have their behaviours are fully aligned to their goals.

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Every professional boxer, golfer, tennis, or even chess player asks themselves, “What’s the next move or shot I take to progress or win?”

In other words, what behaviour do I use to ensure my success?

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Retention is less expensive than recruitment, but it also cultivates a culture of loyalty and excellence.

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Success is a daily commitment, contingent upon defining and embodying the behaviours conducive to achievement. Whether in education or business, the quality of our processes determines the outcomes for our staff and ultimately shapes our success trajectory.

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As the saying goes “Success is never owned, its rented and that rent is due every day!”

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In conclusion, building the best staff is about fostering the right behaviours, aligned to a criterion, calibrated to performance, and measured on an ongoing basis, with a mutual commitment to growth and learning. From here, they may not be the best there is, but they will be the best they can be today with their ability to date and you’re maximising their capability for the future.

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If the employee/consultant is not willing to give 100% commitment to improve, lacks the attitude and aptitude to grow, then the fault lies with them. As we all know, the only person who is always at the top of their game is a mediocre one!

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Remember, as Michael Jordan aptly put it - “I missed 100% of the shots I never took.”

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Keep aiming for excellence, for in persistent, purposeful practice lies the path to optimal behaviours and outcomes. With these YOU will be able to apply the perfect pressure to uncover those shiney gems and move quickly enough to remove the mediocre rocks.

“Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives - choice, not chance, determines your destiny.”

―Aristotle