Admitting Mistakes And Taking Responsibility Quotes

Admitting a mistake is not a weakness; on the contrary, it shows an openness of your heart. It takes guts to say sorry. Only a strong and well-balanced individual with clarity of mind can do so effortlessly. Taking responsibility for your actions requires and develops your self-control. You become your own person.

On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

Be men to be proud of. Actions speak louder than words, boys. When you do wrong, and believe me, you will do more wrong than right some days, you own up to it. Completely. You can’t take back the stone once it’s thrown. The reality is, you can never really right the wrong once it’s done. It will live on forever in one’s memory. You can atone for it. You can work hard to assure you never make the same mistake twice. But there is a time for freedoms and a time for life responsibilities. Be the man to handle his responsibilities. Be the man to take responsibility for his shortcomings and failures. Take pride in being humble enough to admit when you are wrong and when you have failed....“People will think many things of you. Some true, some complete lies. Their opinions don’t matter. The half-truths, the lies, the many things people will think of you throughout this life should never hold weight. It is what you see in the mirror looking back at you that should tell you the character and the man in which you are. Look in the mirror, boys, and be men to be proud of.” Excerpt From: Camaron, Chelsea. “Merciless Ride: A Hellions Novel.” Whiskey Girls Publishing, 0101-01-01T00:00:00+00:00. iBooks. This material may be protected by copyright.

That's what I told him you'd say, James bowed his head and sighed. "Jared, you're going to have to start taking responsibility for yourself. You did wrong and the world doesn't owe you anything. I'm not going to wipe your nose just because you come from a broken home and you think that gives you a license to behave badly. I call it the "Fuck up, own up, and get up" policy. Make a mistake, admit it, and move on. We all screw up, but a man solves his problems. He doesn't make them worse.

You must give yourself enough time to get better.” “How much time will that take?” he asked bitterly. “I don’t know,” she admitted. “But you have a lifetime.” A caustic laugh broke from him. “That’s too damned long.” “I understand that you feel responsible for what happened to Mark. But you’ve already been forgiven for whatever you think your sins are. You have,” she insisted as he shook his head. “Love forgives all things. And so many people--” She stopped as she felt his entire body jerk. “What did you say?” she heard him whisper. Beatrix realized the mistake she had just made. Her arms fell away from him. The blood began to roar in her ears, her heart thumping so madly she felt faint. Without thinking, she scrambled away from him, off the bed, to the center of the room. Breathing in frantic bursts, Beatrix turned to face him. Christopher was staring at her, his eyes gleaming with a strange, mad light. “I knew it,” he whispered. She wondered if he might try to kill her. She decided not to wait to find out. Fear gave her the speed of a terrified hare. She bolted before he could catch her, tearing to the door, flinging it open, and scampering to the grand staircase. Her boots made absurdly loud thuds on the stairs as she leaped downward. Christopher followed her to the threshold, bellowing her name. Beatrix didn’t pause for a second, knowing he was going to pursue her as soon as he donned his clothes. Mrs. Clocker stood near the entrance hall, looking worried and astonished. “Miss Hathaway? What--” “I think he’ll come out of his room now,” Beatrix said rapidly, jumping down the last of the stairs. “It’s time for me to be going.” “Did he…are you…” “If he asks for his horse to be saddled,” Beatrix said breathlessly, “please have it done slowly.” “Yes, but--” Good-bye.” And Beatrix raced from the house as if demons were at her heels.

When we work on a Trusting Team we feel safe to express vulnerability. We feel safe to raise our hands and admit we made a mistake, be honest about shortfalls in performance, take responsibility for our behavior and ask for help. Asking for help is an example of an act that reveals vulnerability. However, when on a Trusting Team, we do so with the confidence that our boss or our colleagues will be there to support us. “Trust is the stacking and layering of small moments and reciprocal vulnerability over time,” says Brené Brown, research professor at the University of Houston in her book Dare to Lead. “Trust and vulnerability grow together, and to betray one is to destroy both.

She sat back, eyeing the flames now leaping upward to lick at the wooden beams of the ceiling. "If this fire gets out of hand, or if the guards take too long to come, you and I may be in a lot of trouble." "We are already in a lot of trouble." "That was my reasoning, too. Of course, if that happens and the fire gets too big before the mighty citizens of Ringhmon stop it, it'll also gut this little palace and destroy everything inside it. Including the enormously expensive Model Six that I just fixed, which they'll be responsible for paying fo, and probably the other Model Six that they openly own." She shrugged, trying to appear unworried. "That'll teach them to kidnap me. But that won't happen. We'll be fine." "You say that and yet you are frightened." "Yes, I'm frightened! I admit it! Happy? No, wait, Mages are never happy. Just try not to die, all right? I don't want that to be my fault." Alain thought through her words. "I will attempt not to die. Your plan appears to be sound, as well as potentially very destructive. I see that it is a mistake to offend you.

Can't you just let it go? Move on?" His face darkened. His eyes glared in response and he was silent a long time while his jaw worked over a toothpick. She'd used the same line that the prophet and his representatives had been using for years. Even if these things did happen, there is no point in being bitter. You should forgive and forget and let bygones be bygones. Kind of galling, considering the insistence upon forgiveness was being made by the people who had done the hurting and done nothing to make up for it. But then, that was the standard 'blame the victim' abuser mentally, and to be expected. Gideon seemed to work through this slap in the face and let it slide. He said, "For a while I thought maybe, you know, if I could talk to the people responsible. If I could show them how difficult life has been because of them, that maybe they would care. I don't know. I thought maybe if they apologized, it would be so much easier to forget this shit. You know? To do what they say and 'let it go'. But nobody will take any personal responsibility. My own parents have nothing to offer but a bunch of whiny excuses. They try to convince me that my life wasn't as bad as I remember it." "Fuck that," he said, "They weren't even there. They don't even know what went on with me. I just..." He paused and pulled his fingers through his hair. "Christ," he said. He paused again, eyes to the sky, and then back to her. "Even the people who never personally raised a hand against me still propped up the regime that made it happen. They stood by and allowed it. Played a part. All of them. Every single one was a participant. Either directly or by looking away. Institutionally, doctrinally, they abused us. Sent us into the streets to beg, denied us an education, had us beaten, starved, exorcised, and separated from our parents. They broke up our families, gave our bodies to perverts, and stole our future. And then they turn around and say we're supposed to just forget it happened and move on from it. If instead we bring up the past, then they'll call us liars. Say we're exaggerating or making it up completely. Why the hell would be make any of this shit up? What's the point in that? To make our lives seem worse than they were? Not that I would, but do you have any idea how much exaggeration it would take for the average person to even begin to grasp how fucking miserable it was? And then, if they ever do admit to any of it, they say that 'mistakes were made'. " "Mistakes." he said. He was leaning forward again, punctuating the air with his finger. "Michael, they commit crimes against children. You know, those things people in society go to jail for when they're caught. And then to the public they do what they always do. Deny. Deny. Deny. And we're left more raped than ever. Victimized first by what they did, and again by their refusal to admit that it happened. They paint us as bitter apostates and liars to a world that not only doesn't give a shit, but also couldn't possibly understand even if it did." "I do," Munroe said. And Gideon stopped.

Any relationship will have its difficulties, but sometimes those problems are indicators of deep-rooted problems that, if not addressed quickly, will poison your marriage. If any of the following red flags—caution signs—exist in your relationship, we recommend that you talk about the situation as soon as possible with a pastor, counselor or mentor. Part of this list was adapted by permission from Bob Phillips, author of How Can I Be Sure: A Pre-Marriage Inventory.1 You have a general uneasy feeling that something is wrong in your relationship. You find yourself arguing often with your fiancé(e). Your fiancé(e) seems irrationally angry and jealous whenever you interact with someone of the opposite sex. You avoid discussing certain subjects because you’re afraid of your fiancé(e)’s reaction. Your fiancé(e) finds it extremely difficult to express emotions, or is prone to extreme emotions (such as out-of-control anger or exaggerated fear). Or he/she swings back and forth between emotional extremes (such as being very happy one minute, then suddenly exhibiting extreme sadness the next). Your fiancé(e) displays controlling behavior. This means more than a desire to be in charge—it means your fiancé(e) seems to want to control every aspect of your life: your appearance, your lifestyle, your interactions with friends or family, and so on. Your fiancé(e) seems to manipulate you into doing what he or she wants. You are continuing the relationship because of fear—of hurting your fiancé(e), or of what he or she might do if you ended the relationship. Your fiancé(e) does not treat you with respect. He or she constantly criticizes you or talks sarcastically to you, even in public. Your fiancé(e) is unable to hold down a job, doesn’t take personal responsibility for losing a job, or frequently borrows money from you or from friends. Your fiancé(e) often talks about aches and pains, and you suspect some of these are imagined. He or she goes from doctor to doctor until finding someone who will agree that there is some type of illness. Your fiancé(e) is unable to resolve conflict. He or she cannot deal with constructive criticism, or never admits a mistake, or never asks for forgiveness. Your fiancé(e) is overly dependant on parents for finances, decision-making or emotional security. Your fiancé(e) is consistently dishonest and tries to keep you from learning about certain aspects of his or her life. Your fiancé(e) does not appear to recognize right from wrong, and rationalizes questionable behavior. Your fiancé(e) consistently avoids responsibility. Your fiancé(e) exhibits patterns of physical, emotional or sexual abuse toward you or others. Your fiancé(e) displays signs of drug or alcohol abuse: unexplained absences of missed dates, frequent car accidents, the smell of alcohol or strong odor of mouthwash, erratic behavior or emotional swings, physical signs such as red eyes, unkempt look, unexplained nervousness, and so on. Your fiancé(e) has displayed a sudden, dramatic change in lifestyle after you began dating. (He or she may be changing just to win you and will revert back to old habits after marriage.) Your fiancé(e) has trouble controlling anger. He or she uses anger as a weapon or as a means of winning arguments. You have a difficult time trusting your fiancé(e)—to fulfill responsibilities, to be truthful, to help in times of need, to make ethical decisions, and so on. Your fiancé(e) has a history of multiple serious relationships that have failed—a pattern of knowing how to begin a relationship but not knowing how to keep one growing. Look over this list. Do any of these red flags apply to your relationship? If so, we recommend you talk about the situation as soon as possible with a pastor, counselor or mentor.

Strong leaders are not the ones who do everything right. They are the ones to put a plan together, take risks, make mistakes, humbly admit their mistakes, take responsibility for failures, make necessary changes, do not fear correction, and with the trust of their followers and the team of which they were leading! -Clarity:Focusing on what matters / Week 40

As you doubtless noticed, sometimes the words matched the pictures and sometimes they didn’t. It probably felt more difficult to name the pictures when there was a mismatch. That’s because when an experienced reader sees a printed word, it’s quite difficult not to read it. Reading is automatic.Thus the printed word pants conflicts with the word you are trying to retrieve, shirt. The conflict slows your response. A child just learning to read wouldn’t show this interference, because reading is not automatic for him.When faced with the letters p, a, n, t, and s, the child would need to painstakingly (and thus slowly) retrieve the sounds associated with each letter, knit them together, and recognize that the resulting combination of sounds forms the word pants. For the experienced reader, those processes happen in a flash and are a good example of the properties of automatic processes: (1) They happen very quickly. Experienced readers read common words in less than a quarter of a second. (2) They are prompted by a stimulus in the environment, and if that stimulus is present, the process may occur even if you wish it wouldn’t.Thus you know it would be easier not to read the words in Figure 3, but you can’t seem to avoid doing so. (3) You are not aware of the components of the automatic process.That is, the component processes of reading (for example, identifying letters) are never conscious.The word pants ends up in consciousness, but the mental processes necessary to arrive at the conclusion that the word is pants do not.The process is very different for a beginning reader, who is aware of each constituent step (“that’s a p, which makes a ‘puh’ sound . . .”). FIGURE 3: Name each picture, ignoring the text. It’s hard to ignore when the text doesn’t match the picture, because reading is an automatic process.   The example in Figure 3 gives a feel for how an automatic process operates, but it’s an unusual example because the automatic process interferes with what you’re trying to do. Most of the time automatic processes help rather than hinder. They help because they make room in working memory. Processes that formerly occupied working memory now take up very little space, so there is space for other processes. In the case of reading, those “other” processes would include thinking about what the words actually mean. Beginning readers slowly and painstakingly sound out each letter and then combine the sounds into words, so there is no room left in working memory to think about meaning (Figure 4).The same thing can happen even to experienced readers. A high school teacher asked a friend of mine to read a poem out loud. When he had finished reading, she asked what he thought the poem meant. He looked blank for a moment and then admitted he had been so focused on reading without mistakes that he hadn’t really noticed what the poem was about. Like a first grader, his mind had focused on word pronunciation, not on meaning. Predictably, the class laughed, but what happened was understandable, if unfortunate.

The inherent tensions between the White House and the press should not worry a president who is disciplined about observing certain elementary tactics of survival. Take responsibility, admit mistakes, put out bad news quickly, and acknowledge inconsistencies before others point them out.

Many, but by no means all of us, have been shielded until now from the worst effects of his pathologies by a stable economy and a lack of serious crises. But the out-of-control COVID-19 pandemic, the possibility of an economic depression, deepening social divides along political lines thanks to Donald’s penchant for division, and devastating uncertainty about our country’s future have created a perfect storm of catastrophes that no one is less equipped than my uncle to manage. Doing so would require courage, strength of character, deference to experts, and the confidence to take responsibility and to course correct after admitting mistakes. His ability to control unfavorable situations by lying, spinning, and obfuscating has diminished to the point of impotence in the midst of the tragedies we are currently facing. His egregious and arguably intentional mishandling of the current catastrophe has led to a level of pushback and scrutiny that he’s never experienced before, increasing his belligerence and need for petty revenge as he withholds vital funding, personal protective equipment, and ventilators that your tax dollars have paid for from states whose governors don’t kiss his ass sufficiently.

The proactive approach to a mistake is to acknowledge it instantly, correct and learn from it. This literally turns a failure into a success. “Success,” said IBM founder T. J. Watson, “is on the far side of failure.” But not to acknowledge a mistake, not to correct it and learn from it, is a mistake of a different order. It usually puts a person on a self-deceiving, self-justifying path, often involving rationalization (rational lies) to self and to others. This second mistake, this cover-up, empowers the first, giving it disproportionate importance, and causes far deeper injury to self. It is not what others do or even our own mistakes that hurt us the most; it is our response to those things. Chasing after the poisonous snake that bites us will only drive the poison through our entire system. It is far better to take measures immediately to get the poison out. Our response to any mistake affects the quality of the next moment. It is important to immediately admit and correct our mistakes so that they have no power over that next moment and we are empowered again.

It is okay to be a work in progress. To take the time and work on yourself. It is okay to fail. It is okay to fall. It is okay to feel shame sometimes and be embarrassed. It is okay to own up to your mistakes. To take responsibility for your actions. To understand how your actions influence or hurt others. I promise you, it is okay to say, l don’t know. It is okay to feel afraid. It is okay to admit your fears. It is okay to feel alone. It is okay to talk about your feelings. To talk about how paralyzing your mind is spiraling. It is okay to talk about your wounds, to show off your scars too. It is okay if you take a foot forward today and two steps backwards tomorrow. It is okay to not have it all together. It is okay to admit you’ll never be perfect and to know whoever expects perfection from you doesn’t deserve you. It is okay to accept who you are now. I promise you, it is okay to not be okay. It is okay to be a work in progress. Growth is never linear and that’s okay too.

Many, but by no means all of us, have been shielded until now from the worst effects of his pathologies by a stable economy and a lack of serious crises. But the out-of-control COVID-19 pandemic, the possibility of an economic depression, deepening social divides along political lines thanks to Donald’s penchant for division, and devastating uncertainty about our country’s future have created a perfect storm of catastrophes that no one is less equipped than my uncle to manage. Doing so would require courage, strength of character, deference to experts, and the confidence to take responsibility and to course correct after admitting mistakes.

On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

It can be difficult to not take it personally when an abuser or neglecter cannot admit their mistakes, especially if they are people we were close to at one time. But it's not personal. Many abusers simply do not have the egoic strength to face what they have done. Because of whatever traumas they have endured in their own lives, they have never developed the structural foundation necessary to absorb their shame. Without a measure of psychological intactness, it is very difficult for them to acknowledge their fragmented parts. This is not to excuse their behavior, nor to deny its effects, but only to acknowledge that their inability to take responsibility is theirs and theirs alone. It is not something to personalize, to wait for, or to let delay your healing. It's a reflection of their own limitations.

PRINCIPLE On any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.

When we work on a Trusting Team we feel safe to express vulnerability. We feel safe to raise our hands and admit we made a mistake, be honest about shortfalls in performance, take responsibility for our behavior and ask for help. Asking for help is an example of an act that reveals vulnerability.

the most fundamental and important truths at the heart of extreme ownership: There are no bad teams, only bad leaders.” It’s time to look at the man (or the woman) in the mirror. He goes on to say: “In any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failure, take ownership of them, and develop a plan to win.” For example, if you are overbooking, it’s not the fault of your front office team. It’s your fault by not being clear on how you want to be scheduled, not giving the team the training they need, or in the worst case, having the wrong people performing the task. When we begin to look at all the shortcomings in our practices as problems that we have created as leaders, we can then move forward to solve those problems. However, when we don’t accept responsibility and become the victim, we become powerless.

It can be difficult to not take it personally when an abuser or neglecter cannot admit their mistakes, especially if they are people we were close to at one time. But it's not personal. Many abusers simply do not have the egoic strength to face what they have done. Because of whatever traumas they have endured in their own lives, they have never developed the structural foundation necessary to absorb their shame. Without a measure of psychological intactness, it is very difficult for them to acknowledge their fragmented parts. This is not to excuse their behavior, nor to deny its effects, but only to acknowledge that their inability to take responsibility is theirs and theirs alone. It is not something to personalize, to wait for, or to let delay your healing. It's a reflection of their own limitations.

THE PRAISED GENERATION HITS THE WORKFORCE Are we going to have a problem finding leaders in the future? You can’t pick up a magazine or turn on the radio without hearing about the problem of praise in the workplace. We could have seen it coming. We’ve talked about all the well-meaning parents who’ve tried to boost their children’s self-esteem by telling them how smart and talented they are. And we’ve talked about all the negative effects of this kind of praise. Well, these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential. Why are businesses perpetuating the problem? Why are they continuing the same misguided practices of the overpraising parents, and paying money to consultants to show them how to do it? Maybe we need to step back from this problem and take another perspective. If the wrong kinds of praise lead kids down the path of entitlement, dependence, and fragility, maybe the right kinds of praise can lead them down the path of hard work and greater hardiness. We have shown in our research that with the right kinds of feedback even adults can be motivated to choose challenging tasks and confront their mistakes. What would this feedback look or sound like in the workplace? Instead of just giving employees an award for the smartest idea or praise for a brilliant performance, they would get praise for taking initiative, for seeing a difficult task through, for struggling and learning something new, for being undaunted by a setback, or for being open to and acting on criticism. Maybe it could be praise for not needing constant praise! Through a skewed sense of how to love their children, many parents in the ’90s (and, unfortunately, many parents of the ’00s) abdicated their responsibility. Although corporations are not usually in the business of picking up where parents left off, they may need to this time. If businesses don’t play a role in developing a more mature and growth-minded workforce, where will the leaders of the future come from?

All responsibility for success and failure rests with the leader. The leader must own everything in his or her world, there's no one else to blame. The leader must acknowledge mistakes, and admit failures. Take ownership of them, and develop a plan to win.

For whatever has happened – always remember – you, yourself, are responsible. Don’t deflect responsibility on someone else – your stars, god(s), enemies or anyone else. Even if they played a role – it was you who brought it upon you through your actions. There is nothing to be gained by blaming someone else. The solution to any problem can be possible only when we take responsibility for it. Admit your mistakes, limitations as well as the lack of knowledge. When you do it – you’ll be on the sure path to find solid, wise as well as lasting solutions to your problems.