To cultivate a culture of high agency, frame ultimate responsibility as a privilege, not a burden. By telling new hires 'everything's your fault now,' you immediately set the expectation that they have control and are empowered to solve problems. This approach attracts and retains individuals who see ownership as an opportunity to make an impact.

Building a culture where teams hold each other accountable isn't complex. It requires a leader to be a "dictator" in setting clear expectations—literally saying "I want you all to be accountable"—and then being willing to deliver the verdict on consequences when people fail to meet those standards. The problem is often leader avoidance, not team inability.

Shift your mindset from feeling responsible for your employees' actions and feelings to being responsible *to* them. Fulfill your obligations of providing training, resources, and clear expectations, but empower them to own their own performance and problems.

Traditional accountability is often a fear-based tactic that backfires by killing creativity. The leader's role is not to be an enforcer, but a facilitator who builds a system where people willingly hold themselves accountable to meaningful, shared goals.

Instead of solving problems brought by their team, effective leaders empower them by shifting ownership. After listening to an issue, the immediate next step is to ask the team to propose a viable solution. This builds their problem-solving and decision-making capabilities.

AIG's CEO uses the "it's on me" card sparingly. He reserves it for truly transformative moments where he has massive conviction but faces team reluctance. Overusing it creates a top-down culture where the leader makes all decisions, undermining team ownership and accountability. It's a tool for pivotal moments, not daily management.

When your team disagrees with your direction, don't force your way. Let them execute their plan. If they fail, you build immense credibility and buy-in for future decisions without being a micromanager. If they succeed, the company wins. It's a double-win scenario.

To get your team to adopt a new strategy, you as the leader must present it with absolute conviction. Any hesitation you express will be amplified by your team, leading them to reject the idea because they sense your lack of belief.

When leaders don't approve an idea, it's easy to blame them for not understanding. A more productive mindset is to accept that the failure to influence and convince them is your responsibility. As a leader from Box used to say, "It's not my fault, but it is my problem."