When my team fails, I look first at what I could have done differently.

I take public responsibility for failures under my leadership.

When we succeed, I redirect credit to the people who did the work.

I never blame subordinates publicly for outcomes I was responsible for.

I use 'we' when describing wins and 'I' when describing losses.

I protect my team from unfair blame coming from above.

I can take responsibility for outcomes without assigning fault to individuals.

My after-action reviews focus on my own decisions as much as others' execution.

Taking ownership of failure has built trust with my team rather than damaged my standing.

People under me are willing to take risks because they know I won't hang them out to dry.