Everyone wants to be a leader. However, few are prepared to accept the accountability that goes with it. But you can’t have one without the other. They are two sides of the same coin.

But what does accountability look like?

Several years ago, I had lunch with a prominent, formerly best-selling author. He was angry that his sales had been in steady decline for several years. Unwilling to accept any responsibility, he poked his finger in my chest and hissed, “My job is to write the books; your job is to market them.”

In the old world, he was right. Authors created the product and relied on their publishing company to market it. But that world is dead. That doesn’t mean that publishing companies expect you to do everything. But it does mean that they are more effective if you have a platform already in place. It provides something for them to leverage.

In recent years, I have noticed an increasing tendency for people to admit to mistakes rather than sins. It happens at every level, whether someone is caught cheating on their spouse, filing false insurance claims, or shoplifting from a clothing store.

After the National Enquirer broke the news about Senator John Edwards’ affair, he said,

“Two years ago I made a very serious mistake, a mistake that I am responsible for and no one else. In 2006, I told Elizabeth about the mistake, asked her for her forgiveness, asked God for his forgiveness. And we have kept this within our family since that time.”

Blame is the oldest game in town. It was invented by Adam who, after eating of the forbidden fruit, told God, “The woman whom You gave to be with me, she gave me of the tree, and I ate” (Genesis 3:12). In other words, it’s Eve’s fault. (And, by extension, God’s fault.)

Not much has changed since Adam’s day. Ask almost anyone why something bad happened and they will point to someone or something else. In my experience, it is exceedingly rare for people to stand up and take responsibility.

One key to leadership is the willingness to stand up and take responsibility for your mistakes. Good leaders do this even if they are guilty of only 10% of the accusation or problem. They do this even if the source is a carping, high-maintenance client. They do this even if there were circumstances beyond their control that led to the mistake.

Good leaders do this because it’s the right thing to do. They don’t do it for the sake of public relations alone. They do it because they failed to meet their own high standards of ethical conduct or operational performance.