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    Extreme Ownership: Taking Accountability

    Over this past weekend, it has become clear to me that many of us struggle with taking full accountability for our actions. Too often, when we’re given feedback—whether it’s from a boss, a friend, or a co-worker—we instinctively respond with an excuse instead of owning up to our actions. It’s almost as if we feel the need to justify ourselves, even when no one is attacking us.

    And I hate that.

    The reality is that 99% of the time, people are not acting out of spite or ill intent. So, when someone corrects us or offers guidance, there is no need to get defensive or try to explain why we did something a certain way. Instead, we should simply take ownership and learn from the situation.

    The Difference Between Excuses and Ownership

    Here’s a perfect example of an excuse:

    Manager: “When making your deposit, please deposit the larger bills and leave the smaller bills in the drawer.”
    Employee: “I was doing that so you had larger bills.”

    While this may sound logical from the employee’s perspective, it still defends their original action rather than simply acknowledging the request and adjusting accordingly.

    This response is, ironically, an excuse disguised as an attempt at accountability. Instead of acknowledging the mistake and adjusting their actions, the person is still justifying their behavior.

    Compare that with true ownership:

    Manager: “Don’t let our customers know their yearly spend with us, I can see it causing problems.”
    Employee: “No problem.”

    See the difference? The employee doesn’t make an excuse or try to explain why they previously shared that information. Instead, they accept the request, acknowledge it, and move forward. That’s true accountability.

    Why Excuses Hold Us Back

    When we default to excuses, we are subconsciously avoiding responsibility. We shift blame, justify mistakes, or downplay our actions. Over time, this mindset can prevent growth and limit opportunities because it signals an unwillingness to learn and adapt.

    Managers, leaders, and even peers respect those who take ownership. When you admit a mistake or accept direction without resistance, you demonstrate maturity, professionalism, and reliability. More importantly, you show that you are coachable—a trait that sets apart successful individuals in any field.

    How to Practice Extreme Ownership

    1. Listen Fully Before Responding – When someone gives you feedback or a request, resist the urge to immediately explain yourself. Instead, absorb the information first.

    2. Acknowledge Without Excuses – If you’ve made a mistake or need to adjust something, respond simply: “Got it, I’ll make sure to correct that moving forward.”

    3. Ask Questions for Clarity, Not Justification – If you genuinely don’t understand the reasoning behind a request, ask in a way that seeks knowledge, not validation: “I want to make sure I get this right—can you explain why this approach works best?”

    4. Follow Through and Implement Changes – Taking ownership isn’t just about agreeing; it’s about acting. Ensure that your behavior aligns with the expectations set.

    Extreme ownership is not about admitting fault for everything or being passive. It’s about being responsible for your actions, embracing feedback, and eliminating excuses. Those who practice this mindset earn trust, respect, and success in their personal and professional lives.

    So next time someone gives you constructive criticism, try resisting the urge to justify and simply say: “Understood. I’ll take care of it.” You’ll be surprised at how much more effective, and respected, you become.

    No more excuses. Own it.

     

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