Tasked with both absorbing criticism and redistributing credit, the lot of a good leader can appear to be a thankless one, writes Steve Pickering, the ‘unorthodox’ CEO of South East independent bed retail chain Sussex Beds. Yet, he adds, the rewards are significant …
As CEO, I’m prepared to ‘carry the can’ for failures. In leadership, accountability isn’t just a responsibility – it’s a privilege. ‘Carry the can’ means to take responsibility for a mistake or misdeed: “If anyone makes a mistake, it’s the senior person who has to carry the can.”
Ultimately, I am accountable – the buck stops with me. When challenges arise, it’s my job to manage the fallout and protect my team. Conversely, during times of success, credit and kudos flow outward to the team. In essence, we take responsibility for things that go wrong and distribute credit for everything that goes right.
Some might see this as unfair or unjust. However, it’s a valuable freedom that business leaders have and can leverage (this tool is often limited or unavailable in political or public service roles, where the complex environments and media scrutiny can make taking ownership appear more negative).
To me, leadership is the ability to guide, influence and inspire individuals or groups toward achieving common goals. A leader not only directs but also supports and develops their team, ensuring accountability and recognising contributions to maintain a culture of trust and excellence.
What challenges might a leader face when trying to implement this leadership style, and how can they be overcome? The pressures of short-term results, balancing diverse stakeholder interests and maintaining transparency can be daunting. However, with a clear vision, consistent communication, and a commitment to ethical behaviour, these challenges can be managed effectively.
I’d love to hear your thoughts and experiences on leadership and accountability. What strategies have you found effective in your journey?
Discover more of Steve’s thoughts in his blog.
