Taking Responsibility as a Leader

The fifth of the 8 Fundamentals of Leadership is Don’t Play the Blame Game. Few things undermine leadership credibility faster than the tendency to shift responsibility when things go wrong. Great leaders don’t point fingers—they own outcomes. In the church, this principle is vital. Ministries succeed and fail as a team, and the Executive Pastor sets the tone for accountability, integrity, and growth.

The Biblical Foundation

Scripture is clear about the destructive nature of blame. From the Garden of Eden, Adam blamed Eve, and Eve blamed the serpent (Genesis 3); humanity has been passing the buck ever since. But leaders in God’s kingdom are called to a higher standard.

David modeled ownership when confronted with his sin: “I have sinned against the Lord” (2 Samuel 12:13). He didn’t deflect or excuse—he confessed. In the same way, Paul consistently took responsibility for his ministry, writing, “We put no stumbling block in anyone’s path, so that our ministry will not be discredited” (2 Corinthians 6:3).

Taking responsibility is a mark of spiritual maturity and authentic leadership.

Leadership Perspectives

Modern leadership thinkers reinforce this principle:

• Jim Collins, in Good to Great, contrasts leaders who look out the window to give credit and in the mirror to assign blame with those who do the opposite. The most effective leaders protect their people and take responsibility themselves.

• Jocko Willink, in Extreme Ownership, emphasizes that leaders must own everything in their world. There’s no one else to blame. This mindset builds trust and fosters excellence.

• Patrick Lencioni notes that dysfunctional teams often fall into blame-shifting. Healthy teams take collective responsibility for outcomes, good or bad.

The Executive Pastor who refuses to play the blame game models humility, builds credibility, and develops a healthier culture.

Don’t Play the Blame Game in the Church Context

In the life of a church staff, problems will arise—missed deadlines, poor communication, and failed initiatives. How the Executive Pastor responds in those moments shapes the team’s culture.

• Owning Outcomes: Instead of asking “Who messed up?” the effective Executive Pastor asks, “What can we learn?” and “How can we improve together?”

• Protecting the Team: Taking responsibility publicly while coaching privately shows staff that their leader has their back.

• Redirecting Energy: Blame wastes time and creates division. By steering conversations toward solutions, the Executive Pastor channels energy into growth rather than guilt.

• Modeling Confession: By admitting their own mistakes openly, Executive Pastors model humility and give others permission to be honest about their failures.

When blame is eliminated, a culture of accountability and grace emerges. Staff feel safe to innovate, admit mistakes, and pursue excellence.

The Impact of Refusing to Blame

A “no-blame” culture produces freedom and unity. Staff know their leader won’t throw them under the bus, so they’re more likely to take initiative, experiment, and collaborate. Over time, this builds resilience and innovation within the church.

On the other hand, leaders who default to blame create fear and mistrust. Staff become defensive, guarded, and less willing to try new ideas. Creativity withers, morale suffers, and the mission's impact is limited.

By refusing to play the blame game, the Executive Pastor creates a foundation for accountability, safety, and shared mission.

Conclusion

Don’t Play the Blame Game is more than a leadership tactic—it’s a reflection of the gospel. Jesus bore our blame so that we might walk in freedom. Leaders who model ownership, humility, and grace reflect that truth in their leadership.

For the Executive Pastor, this fundamental shapes staff culture in powerful ways. By taking responsibility and protecting the team, they foster unity, growth, and mission effectiveness. Blame divides, but responsibility unites—and the church thrives when leaders choose the latter.