Accountability Begins at Home 🏠

Every leader eventually discovers that the hardest person to hold accountable is the one staring back in the mirror. It’s a reckoning that strips away the comforting illusion that leaders are somehow exempt from error. They aren’t. They’re human — and sometimes, they are the problem.

When you make a mistake, the best response is simple: own it immediately, take clear steps to fix it, and learn from the root cause so it doesn’t happen again. The goal is to move from panic to resolution quickly while maintaining trust. That’s personal responsibility in action.

In today’s information age, knowledge is universal and excuses are impossible to sustain. Best practices are straightforward:

·       Act immediately — no denial, no hiding.

·       Take full ownership — be open, clear, and offer a meaningful apology.

·       Propose a solution — analyze what happened and outline your plan.

·       Adjust and learn — identify the root cause, put safeguards in place, and ask for forgiveness.

From personal experience, I know this is the best approach — and sometimes the hardest. Mistakes can’t be hidden, so addressing them quickly and openly is the surest way to maintain trust and respect. Employees (and constituents) know right from wrong, and they expect their leaders to know it too. As your mother probably told you: ‘honesty is the best policy’ and ‘when you’re wrong, take your medicine’. No one can fault you for responding that way.

And because leaders are responsible for helping employees own and correct their mistakes, a little role modeling goes a long way. Done poorly, word spreads and your ability to attract and retain talent suffers. Done well, you reinforce the strength of your culture and the integrity of your leadership.

Back when I broke into the casino business in New Jersey, they would call this a no‑brainer. It still is today.

Theodore Roosevelt Jr. (1858 – 1919): American politician who served as Vice President and was elevated to be the 26th president of the United States after President McKinley's assassination in 1901. He was 42 years old upon his first inauguration, making him the youngest person to hold the office.

Blame Is Easy. Ownership Changes Everything. 🔧

Blame, like perfection, is also the enemy of progress.

When responsibility falters, trust erodes, learning stops, improvement dies on the vine, and disappointment fills the gaps. Leaders who default to blame rarely see or feel the damage they’re doing — but everyone around them does.

Blame is a defense mechanism. It protects the ego, shields us from guilt or shame, and gives us a false sense of control when things feel unpredictable. It lets us preserve the story that we are good, capable, and competent — even when the evidence says otherwise.

It’s bad enough when a leader blames others. That destroys cohesion and fractures trust inside a team. But when co‑workers blame each other, leaders have a coachable moment. Address it immediately. Separate facts from emotions. Have a private, one‑on‑one conversation focused on behaviors, not character. Shift the conversation toward impact, root cause, and forward‑looking solutions. Blame looks backward. Responsibility looks ahead.

Psychological safety plays a huge role here. When employees know their leaders are more interested in learning than punishment, they stop hiding mistakes. They stop dodging responsibility. They stop fearing the truth. Let people know that errors happen — and that your priority is growth, not guilt. In supportive, solution‑focused cultures, employees thrive, customers feel the difference, and the organization becomes stronger.

Modern business theory reinforces this. Toyota treats errors as opportunities for systemic learning, not personal failure. Sara Blakely built “Oops Meetings” at Spanx to normalize talking about setbacks — and it made the company faster, braver, and more innovative. Healthy organizations don’t fear mistakes. They study them.

A bit of full disclosure: I was always afraid to fess up. I’m not sure if it was disappointment in myself or fear of being called on the carpet. Probably both. Most of us are harder on ourselves than anything others might say. That realization guided me when things went sideways on my team. It reminded me to respond with empathy, not judgment — because that’s what responsible leadership looks like today.

Simon Sinek (born 1973): American author and inspirational speaker on business leadership. His books include Start with Why and The Infinite Game.

Want to Lead? Start by Taking Responsibility. 🚀📌

Responsibility is the starting point of leadership. Most leadership failures can be traced back to one simple truth: someone refused to take responsibility.

Responsibility begins as a conscious choice — a value you decide to live by. With repetition, it becomes a habit. Over time, it becomes a deeply ingrained behavioral asset that shapes how you show up, how people experience you, and how much trust you earn.

At its core, responsibility means being reliable, accountable, and proactive. It’s the foundation of trust and the engine of respect. And like any leadership behavior, it shows up in what you do, not what you intend.

Here are five practical ways leaders demonstrate responsibility:

1. Own Your Mistakes

Don’t make excuses. Don’t point fingers. When you mess up, acknowledge it quickly and clearly. Taking ownership shows maturity and creates space to learn, grow, and improve. That’s accountability.

2. Follow Through on Commitments

Do what you say you’re going to do. Meet deadlines. Show up on time. Keep your promises. Reliability builds a reputation that people can count on. That’s dependability.

3. Anticipate and Solve Problems

Look ahead. Identify risks early. Bring solutions, not just observations. Leaders remove obstacles before they become crises. That’s being proactive.

4. Manage Your Time Wisely

Prioritize. Plan. Use tools that help you stay organized. Start early and build in time to review your work so you’re not scrambling at the last minute. That’s being in control.

5. Offer to Help Others

Once your own responsibilities are handled, step in and support your team. Helping without being asked demonstrates maturity, teamwork, and emotional intelligence. That’s leadership generosity.

⭐ What Responsible Leaders Promote

Effective leaders don’t just model responsibility — they build practices that reinforce it. Like:

Clarity: Clear roles, responsibilities, goals, and expectations so everyone knows what they own.

Commitment; Genuine buy‑in, where people willingly take ownership of their tasks and results.

Communication: Open, transparent, and consistent dialogue about progress, expectations, and feedback.

Collaboration: A supportive environment where people share responsibility, help each other, and pool resources.

Consequences: Recognition for success, and constructive course correction when expectations aren’t met.

⭐ The Leadership Bottom Line

Being an effective leader is more than holding a title. It’s ensuring your employees are effective — and that begins with you modeling responsibility every day. Responsibility is not a burden. It’s a privilege. And it’s the first choice every leader must make today.

Mitt Romney (born 1947): American businessman (Bain & Company and Bain Capital) and retired politician who served as a United States senator from Utah and as the 70th governor of Massachusetts; he was the Republican party's nominee in the 2012 presidential election.

Hope Isn’t Quiet — Leaders Make It Heard 🔊✨

Hope is optimism expressed outwardly; it’s wanting something to happen or be true. But if your hope never makes a sound, you can’t expect anyone to know about it — or follow you.

As a lifelong optimist, I’ve learned that you can’t tell someone to “be positive.” Optimism is taught through explaining, listening, responding, coaching, and reinforcing as people adjust and adapt. It’s a process, not a pep talk.

And even then, that same 27% who didn’t respond positively to the handshake test — or the written version we later developed — will still struggle to see the glass as half full. That doesn’t make them bad or unfit. It just means they’ll be swimming upstream against the optimism around them, and leaders need to recognize that and keep coaching.

Optimism, and the curiosity, flexibility, resilience, and grit that come with it, must be woven into every part of work life. The opposite of silent isn’t loud — it’s active. Actively promoting, talking about, coaching, referencing, and modeling the positive aspects of whatever you’re doing.

I mentioned earlier how reframing  codes of conduct around what you should do — instead of what you shouldn’t — changes everything. The same applies to performance conversations: highlight what went right, then coach how to improve what wasn’t. Never label something as “bad.” Call it an opportunity to get better. That’s how an optimist leads.

But many leaders still see themselves as “McGruff the Crime Dog,”[1] waiting to catch people doing something wrong. I encourage them to be more like Coach Phil — Philoctetes from Disney’s Hercules — a gruff but deeply encouraging trainer whose whole purpose is to help Hercules push past his limits, find his strength, and go the distance. That’s art imitating life at its best.

That’s what leaders need to do and be. And it starts with seeing the glass half full today.

Harvey Milk (1930 – 1978): American politician and the first openly gay man to be elected to public office in California, as a member of the San Francisco Board of Supervisors.

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[1] Character created in partnership between the Ad Council, the National Crime Prevention Council, and the U.S. Department of Justice to build crime awareness in both adults and children.

 

Optimism Isn’t a Mood... It’s a Move 🚀 🧭

Hope is nice, but loyalty grows when people see you grab take control and adjust where things are going. That’s when I learned that 70% of people — applicants and employees — have a spark of optimism that can be developed.

 

When I proposed Hiring for Attitude to Wynn for The Mirage opening, I argued that the right attitude for service employees wasn’t just friendliness — it was being okay with interruptions. After all, customers interrupt us all day long. They ask for directions, explanations, help, reassurance. If you see interruptions as a nuisance, you’re in the wrong business. If you see them as opportunities, you’re exactly who we want.  So, I built what became known as the Handshake Test.

Applicants entered the Recruitment Center and walked down a hallway toward a left turn marked by an arrow. I stood just out of sight and the moment they turned the corner, I stepped forward, stuck out my hand, introduced myself, and — yes — interrupted them on their way to fill out an application.

If they stopped, smiled, and responded positively, I marked them as optimistic. As someone we wanted working for us. Everything after was designed to affirm or contradict that initial observation. 

Here’s the part that surprises people: 27% of the 55,000 applicants did not respond positively. Similar percentages occurred at the opening of Bellagio and Wynn Las Vegas. That’s more than one in four people who couldn’t handle a simple, human interruption — and that told us everything we needed to know about how they’d treat guests.

This wasn’t a trick. It was a truth: Optimism shows up in the first five seconds. And it allows us to adjust to changing circumstances. Since then, I’ve refined the Handshake to a simple written test that’s been used by dozens of companies to hire better people, to improve teamwork and service; and to foster retention. 

That initial handshake was the genesis of Hiring for Attitude and Training for Skills. It wasn’t perfect, but then it wasn’t intended to be. It was our way of designing a course correction for hiring. And it started us on a path towards creating a Culture of Excellence around people who weren’t afraid to try.

There’s a point in every life, in every company, in every project, where thinking outside the box creates an opportunity to positively strike out in a different direct. Keep your eyes peeled for such an opportunity today.

William Arthur Ward (1921 – 1994): American motivational writer. His sayings have been published extensively in inspirational posters, greeting cards, diaries, and wall plaques, and have appeared in commercials.

Optimism Works Best When You Read the Room. 👀🧭

There’s a fine line between being positive and being so relentlessly upbeat that people start backing away slowly. I’m an evangelist for optimism — in life, in leadership, and especially in hiring — but I’m also aware that I can come on a little strong for some people.

Optimists must practice emotional intelligence. They must be able to sense when there’s resistance or discomfort in others. They also need strong communication skills so they can listen, learn, and respond clearly. And they need coaching skills to help others understand how optimism plays out in the workplace. Like I said yesterday, optimism comes with a responsibility to promote and use it effectively.

I believe about 70% of people — applicants and employees — have a spark of optimism that can be developed with teaching, coaching, modeling, and reinforcement. When we hire or promote trainers, their optimism should be more formally developed because it can add inspiration to learning. “The same applies to managers and supervisors — not so much in their technical or compliance duties, but especially in how they motivate and guide employees.”

If optimism is a leadership imperative, then leaders must also know how to weave it into company policies, practices, and processes.

·       A good example is the employee handbook. Most companies frame codes of conduct as things you shouldn’t do. A more optimistic approach is to frame them as the things you should do.

While this approach works well with people who have that spark of optimism, a different strategy is needed for the one in four who lean pessimistic. For them, clear and consistent communication is essential. Point out the benefits of flexibility, curiosity, resilience, and grit. Make those traits part of promotability and recognition. You won’t win everyone over, and some may choose to leave if this isn’t the culture they want. But everyone will have the opportunity to experience optimism in the workplace.

Either way, optimism deserves a place in how you lead today.

James Branch Cabell (1879 – 1958): American author of fantasy fiction that was considered escapist and fit well in the culture of the 1920s, when they were most popular.                  Another interesting character: https://en.wikipedia.org/wiki/James_Branch_Cabell

Leaders Don’t Preach Optimism. They Model It. 👀⚡

Optimism doesn’t count unless it shows up in the way you treat people. Yesterday was about seeing the glass as half full. Today is about acting like it. As an optimist, I see it as my duty to inject positivity into situations — comments, reactions, tone, and the overall temperature of the environment. Just sayin’…

The voice in my head is always running commentary on what’s happening around me, mostly to help me find the right frame for what I share. It’s like internal practice sessions — massaging a mindset so I can bring the right energy forward. Over the years, I’ve learned that optimism may start as an innate spark, but the behaviors that express it can absolutely be developed — and leaders play a central role in that development. Employees don’t learn optimism from a memo; they learn it from watching you. When leaders model reframing, constructive responses, and forward‑moving energy, others begin to mirror it. Optimism becomes contagious when people see it practiced consistently — and that’s where leadership makes all the difference.

When working with teams — directly or indirectly — leaders must be mindful of their behavior. Employees are always watching, taking their cues from what you say and do, and how you say and do it.

• You want employees to be engaged: show them how and why, then model it.
• You want attention to detail: always dot your I’s and cross your T’s.
• You want clear communication: be clear in yours.
• You want extraordinary customer service: treat employees that way and they’ll mirror it with customers.
• You want them to see the glass as half full: point out why it is and how to sustain it. 
• You want optimism to spread: remember, employees don’t learn optimism from a memo — they learn it from watching you.

Having a bad day is human. Making it someone else’s problem is optional. Optimism in leadership is never letting them see you sweat. The more you create a can‑do, optimistic, “let’s work on this together” environment, the more you’ll find yourself surrounded by people who want to do the same. Some may not like what they see in the mirror compared to what surrounds them and opt out. Either way, you end up with a stronger, more focused team pulling in the same direction. And that attracts more people with that outlook — and sometimes even turns others around.

People follow leaders who make them feel hopeful about where they’re going. Loyalty grows in environments where optimism is practiced out loud. Like I said, I’m a natural optimist and want others to be and feel the same. I see it as a leadership imperative. And a responsibility. Share your optimism with everyone you deal with today.

 

Laurence Allen “Larry” Elder (born 1952): American conservative political commentator and talk radio host.

An interesting guy – learn more here: https://en.wikipedia.org/wiki/Larry_Elder