Richard Golian

1995-born. Charles University alum. Head of Performance at Mixit. 10+ years in marketing and data.

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Richard Golian

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I Became the Recordman Without Even Trying

On accountability at work, blame culture, and speaking up about mistakes
Richard Golian
Richard Golian · 2 132 reads
Hi, I am Richard. On this blog, I share thoughts, personal stories, findings and what I am working on. I hope this article brings you some value.

There was silence in the meeting room. We were discussing a mistake, but no one wanted to own it.

Not long ago, we had a team meeting at work. We were addressing a recurring issue, not just a one-off slip, but something that felt systemic. The atmosphere was strange. Quiet. We asked everyone to speak up if they knew what had happened, or if they had been involved. No one did.

That is when our marketing director remarked, genuinely, that I seem to be the company’s recordman when it comes to admitting mistakes.

I have written before about how I view mistakes. There are several blog posts where I openly describe specific situations where I messed up, and what I learned from them. But this moment made me reflect on something else. Not what happened, but why admitting mistakes comes so naturally to me.

Owning your mistakes at work: my simple loop

For me, it is simple. I have a goal. I pursue it. And when I fall, I let people know, get back up, and keep going. I fall, scrape my knees, tell others it happened, clean the wounds, and move on. And yes, I fall again. And get back up again.

Why adults hide mistakes: the making of a blame culture

The older I get, the more I notice that this way of thinking is not as common among my peers. For some reason, still a mystery to me, grown-ups often feel the need to project an image of flawlessness. An image of control. Even when it is painfully obvious they are falling, confused, or bleeding at the knees with no idea what to do.

This post is not trying to explain it. Honestly, I do not know why it is like that. Somehow, for most adults, what others think of them matters more than what is actually true. I wish I understood how that helps them.

What that meeting was missing: psychological safety

For a long time I did not know this had a name. Amy Edmondson, who studies how teams work, calls it psychological safety: the shared sense that you can admit a mistake without being punished for it. What that meeting lacked was exactly that. The opposite, where people stay quiet because owning an error feels dangerous, is what we call a blame culture.

What children get right about mistakes and speaking up

Small children are different. They treat mistakes as part of the game. As part of learning. They learn faster. And more honestly. They do not pretend to know everything or have it all figured out. Quite the opposite. Their curiosity and openness to say “I fell” is exactly what helps them grow.

And if that makes me childish, so be it. Children live a truer life than most adults. And maybe not just in this.

Summary

The marketing director called me the company's recordman in admitting mistakes. My approach: pursue a goal, fall, tell people, get up, keep going. Adults project flawlessness. Children treat mistakes as part of learning. If that makes me childish, children live a truer life than most adults.

Common questions on this article's topic

What is psychological safety at work?
Psychological safety is a shared belief that a team is safe for interpersonal risk-taking, such as admitting a mistake or asking a question without fear of blame or humiliation. The term was defined by Amy Edmondson, a professor at Harvard Business School, in 1999. When Google examined its most effective teams in Project Aristotle, psychological safety was the strongest predictor of how well a team performed.
What is a blame culture?
A blame culture is a workplace where the response to an error is to find and punish a culprit rather than to understand what went wrong. Because owning up feels dangerous, people hide mistakes, stop reporting problems, and avoid taking risks. A blame culture is the opposite of psychological safety, and it is often what keeps a meeting silent when something has gone wrong.
What is a just culture?
A just culture treats most mistakes as a product of the system rather than of one careless individual, and after an incident it asks what went wrong instead of who is to blame. It is not the same as a no blame culture, because people are still held accountable for negligence or misconduct. A just culture separates honest errors, which are treated as learning, from wilful violations.
How do you build accountability at work?
Accountability at work grows when taking responsibility is treated as normal rather than as an admission of weakness. It helps when leaders own their own mistakes openly, when the focus after an error is on fixing the problem instead of assigning fault, and when people are held fairly to account for what was within their control. Accountability is something a person takes, not only something forced upon them.
How do you get people to speak up about mistakes?
People speak up about mistakes when it feels safe to do so. That means building psychological safety, removing the punishment reflex of a blame culture, and having leaders admit their own errors first so others see it is safe to follow. When the goal shifts from protecting an image of flawlessness to learning what happened, silence in the room gives way to honest reporting.
Richard Golian

If you have any thoughts, questions, or feedback, feel free to drop me a message at mail@richardgolian.com.

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