AS FAR AS I am aware, there is a policy of collective responsibility at the level of Cabinet and there is no reason why it should not be replicated in other areas of our governance structure.
Furthermore, across society where team work and chains of command exist, there is similar requirement for the practice and abiding culture of responsibility at both the level of the individual and the team or group.
Leadership experts have written extensively on the subject of responsibility and the benefits it brings to leaders themselves, their teams, the organisations and clients.
The collection of tips and pointers on the topic are varied and if heeded, can help to eliminate “finger-pointing” and “passing the buck” – events that now appear to be regular features of day-to-day activities.
Jennifer Lee Wilson, a noted American accountant and co-founder of a leadership and marketing consulting firm ConvergenceCoaching LLC, made the following statement on responsibility:
“When people notice you’ve taken responsibility they will experience a positive feeling about you. That feeling is the beginning of trust because taking responsibility for a mistake or a poor result illustrates a degree of honesty that others truly respect. And when those who may have contributed to the poor result realise that you aren’t going to throw them under the bus to save yourself, they’ll admire your dignity and courage. Honesty, respect, dignity, courage and trust . . . sounds like a leader, doesn’t it?”
English-born writer, novelist and publisher Michael Korda is convinced that success and responsibility are closely related. He said: “Success on any major scale requires you to accept responsibility. In the final analysis, the one quality that all successful people have is the ability to take responsibility.”
There is so much to be achieved when we readily accept responsibility for our actions and decisions.
– MICHAEL RAY
