Dr. Donya Ball is transformative superintendent, renowned for her leadership expertise, keynote speaking, and executive coaching. Author of Adjusting the Sails (2022) and Against the Wind (2023), she captivates audiences and readers globally for her thought leadership, including her TedXTalk, "We are facing a leadership crisis. Here's the cure."
This article expands upon concepts from Dr. Donya Ball’s book, Adjusting the Sails: Weathering the Storms of Administrative Leadership, focusing on why publicly admitting mistakes is essential for leadership and how to build the courage to do so. Leaders across all sectors can benefit from embracing failure, taking ownership, and transforming mistakes into opportunities for growth.
The unspoken realities of leadership failures
Leaders celebrate success with enthusiasm. When funding or revenues are generous, and raises are distributed to those who deserve them most, the occasion calls for party hats and confetti. When an organization achieves a major milestone, everyone knows about it.
But what about the missteps? No leader eagerly posts about their failures on the company’s LinkedIn page. No one enthusiastically shares a mistake in a mass email to stakeholders. And yet, failures are just as much a part of leadership as victories.
Despite knowing that failure is an opportunity for learning, many leaders instinctively shift blame or downplay mistakes. When a parent, client, or stakeholder expresses dissatisfaction, it’s tempting to deflect: They’re being unreasonable. No one can make them happy. When leaders fail to own their missteps, they miss the chance to grow and inspire their teams to do the same.
Why admitting mistakes builds stronger leadership
Publicly acknowledging mistakes is not a sign of weakness; it’s a leadership superpower. Here’s why:
It builds trust – Employees, stakeholders, and clients respect leaders who are honest about their missteps. A 2018 study in the Academy of Management Journal found that leaders who acknowledge their mistakes foster higher levels of trust and engagement within their teams. This research highlights how leader humility and transparency contribute to improved team performance.
It fosters psychological safety – When leaders own their failures, they set the tone for a work environment where employees feel safe taking risks and learning from errors.
It strengthens problem-solving skills – Instead of hiding failures, leaders who acknowledge them are more likely to collaborate on solutions, improving team resilience and innovation.
It prevents repeating mistakes – When mistakes are openly discussed and analyzed, organizations can learn from them rather than repeat them.
The pitfalls of blame-shifting leadership
Leaders who habitually deflect blame, shift responsibility onto others, or refuse to acknowledge their own missteps quickly earn reputations as self-serving rather than team-oriented. These behaviors erode trust, foster resentment, and ultimately weaken the organization’s foundation. Here’s how blame-shifting leadership comes across:
Ego over team success – When leaders refuse to take responsibility, it becomes clear that their primary concern is their own image rather than the success of the organization. Employees see these leaders as self-promoters who care more about their reputation than collective achievement.
Culture of fear – Finger-pointing leaders create a culture where employees are afraid to make mistakes. Rather than innovating and problem-solving, team members become defensive and focus on covering their tracks instead of improving processes.
Loss of credibility – When a leader is constantly shifting blame, their credibility takes a hit. Employees quickly learn that such leaders lack the courage to take ownership, making it difficult to respect or follow them.
Dysfunctional team dynamics – A 2023 study in the Open Psychology Journal found that psychological safety is crucial for effective team dynamics. In environments where blame is prevalent, psychological safety is compromised, leading to reduced team learning and efficacy.
Blame-shifting leaders set the tone for toxicity within an organization. When top leadership avoids accountability, that behavior trickles down, creating a workforce where employees mirror the same lack of responsibility.
Consider a department head who repeatedly blames underperformance on their employees rather than their own mismanagement. Over time, team morale deteriorates, turnover increases, and productivity declines—not because the team is incompetent, but because they are led by someone unwilling to acknowledge their own role in the problem.
Great leaders understand that mistakes happen at all levels. Instead of searching for scapegoats, they ask, What could I have done differently? And work toward solutions with their teams.
When leaders should not lay down all their mistake cards
While public accountability is crucial, wise leaders also know when to exercise discretion. Not every mistake requires full transparency, and oversharing can sometimes do more harm than good. Here’s when leaders should be mindful about what they reveal:
When confidential matters are involved – Some mistakes involve sensitive legal, HR, or privacy concerns. Publicly admitting fault in such cases can lead to liability issues or breaches of confidentiality. Instead, leaders should acknowledge the problem in a way that reassures stakeholders while respecting privacy.
When it undermines organizational stability – Admitting mistakes is a sign of strength, but constant, unfiltered disclosure can make a leader appear uncertain or incapable. Leaders must balance honesty with confidence, ensuring that their admissions do not erode trust in their ability to guide the organization forward.
When a mistake involves others’ reputations – If a mistake involves team members or departments, leaders should avoid singling out individuals in public forums. Instead, they should frame the mistake as an organizational learning opportunity and address individual accountability in private conversations.
When an immediate solution is unclear – Publicly acknowledging a mistake without offering a plan for improvement can create unnecessary panic. Leaders should take time to assess the situation, develop an action plan, and then communicate both the mistake and the steps being taken to resolve it.
When it’s a learning opportunity best handled internally – Some mistakes serve as valuable internal learning experiences that do not require external exposure. Leaders should assess whether the issue is best addressed within the team to strengthen internal processes rather than broadcasting it unnecessarily.
Strong leadership requires balancing vulnerability with strategic communication. Leaders should be transparent but also measured in how and when they disclose errors, ensuring that their admissions build trust rather than cause unnecessary disruptions.
How to build the courage to admit mistakes
Admitting mistakes takes more than just good intentions; it requires building courage, resilience, and emotional intelligence. Here are key strategies to help leaders strengthen their ability to own their mistakes publicly.
Reframe mistakes as growth opportunities
Courage starts with mindset. Instead of seeing mistakes as personal failures, reframe them as necessary steps toward growth. Highly effective leaders understand that missteps are a natural part of leadership and innovation.
A 2022 article published in Harvard Business Review by Janice Omadeke highlights that leaders who embrace vulnerability foster authentic connections and promote a culture of openness within their teams. By shifting perspective, leaders can reduce fear and shame around failure, making it easier to admit errors in real time.
Start small with admitting mistakes
For leaders who struggle with public vulnerability, start by admitting small mistakes in safe settings. Acknowledge errors in one-on-one meetings, team discussions, or internal emails before addressing them on larger platforms. This incremental approach builds confidence and desensitizes the fear of criticism.
For example, a department head might begin by saying, "I miscalculated the time needed for this project. I’ll adjust the schedule to ensure we meet our deadline." Over time, this habit can extend to more significant admissions, making public ownership a natural part of leadership.
Develop a support system for honest feedback
Having trusted advisors or mentors can help leaders navigate the discomfort of owning mistakes. A support system provides perspective, reassurance, and accountability, making it easier to embrace vulnerability.
In Against the Wind: Leadership at 36,000 Feet, Dr. Ball discusses the importance of a "flight crew"—a trusted inner circle that challenges and supports leaders through difficult moments. Surrounding yourself with honest colleagues who normalize growth through failure fosters an environment where admitting mistakes becomes second nature.
Practice emotional regulation
Fear of admitting mistakes often stems from a fear of rejection or loss of credibility. Leaders who develop emotional regulation techniques, such as mindfulness, deep breathing, or cognitive reframing, are better equipped to handle the initial discomfort of acknowledging errors.
A 2022 study published in Personnel Psychology found that leaders who reflect on their mistakes and learn from them exhibit increased humility. This humility fosters a work environment where team members feel safe to express ideas and admit errors, promoting psychological safety and continuous improvement.
By integrating emotional regulation practices, leaders can better manage the discomfort associated with acknowledging errors, paving the way for personal growth and enhanced team dynamics.
Model accountability for your team
One of the fastest ways to build courage is by leading by example. When leaders openly take responsibility for their missteps, they set a precedent for their teams. Employees are more likely to take ownership when they see their leaders doing the same.
For example, a CEO who acknowledges a failed initiative and presents a clear plan for improvement fosters a culture of learning rather than blame. This approach increases team morale, innovation, and trust.
Vulnerable leadership in action
Authentic leadership is not just about theory; it is about action. Here are four examples of how leaders in different sectors embraced vulnerability and ownership to strengthen their teams:
Corporate CEO – A technology company’s CEO was known for his high expectations, but his relentless focus on metrics left employees feeling undervalued. After reviewing internal feedback, he held an open forum where he publicly admitted that his approach had been overly rigid and disconnected from employee needs. He committed to making regular one-on-one check-ins a priority, fostering a more engaged and motivated workforce.
School principal – A school principal made a hasty decision to implement a new grading policy without fully considering its impact on teachers. When the policy resulted in confusion and resistance, she gathered her staff, acknowledged the oversight, and invited teachers into the revision process. By demonstrating vulnerability, she not only strengthened staff trust but also created a more effective and collaborative grading system.
Healthcare administrator – A hospital director faced backlash after rolling out a new scheduling system that inadvertently led to staff shortages on critical shifts. Instead of defending the decision, he met with nurses and frontline workers, openly took responsibility, and worked with them to co-create a new system. His willingness to listen and take ownership led to a more efficient scheduling process and a boost in morale.
Nonprofit executive – A nonprofit leader realized she had been making key program decisions without enough input from her team. Attendance at meetings was dwindling, and engagement was dropping. She addressed the team directly, admitting that she had been making unilateral decisions and committing to a more inclusive leadership style. As a result, staff felt more valued, and participation in strategic planning increased significantly.
These leaders recognized that vulnerability and ownership are not weaknesses but strengths that create stronger, more connected teams.
Ditch the ego: The strength of owning mistakes
Owning mistakes is one of the most powerful leadership tools available, but it requires courage. Leaders must reframe their perspective on failure, practice small acts of vulnerability, and cultivate emotional intelligence to embrace accountability with confidence.
When leaders develop the strength to take ownership, they foster trust, innovation, and resilience within their teams. The journey toward courageous leadership begins with a single step: choosing to own your mistakes today so you can lead more effectively tomorrow.
Dr. Donya Ball, Leadership Expert, Motivational Speaker & Author
Dr. Donya Ball is a renowned keynote speaker, transformative superintendent, and passionate author. With over two decades of experience, she also serves as a professor and executive coach, mentoring and guiding aspiring and seasoned leaders. She has authored two impactful books, Adjusting the Sails (2022) and Against the Wind (2023), which address real-world leadership challenges. Her expertise has garnered national attention from media outlets like USA Today and MSN. Dr. Ball’s TEDxTalk, "We are facing a leadership crisis. Here’s the cure," further highlights her thought leadership.
