Turning the Blame Game into a Win-Win: The Remarkable Turnaround of Creative Harmony Marketing

Business Owner Jim was up against the ropes at Creative Harmony Marketing, a 30-person firm. Deadlines slipped by, profit margins evaporated, and client satisfaction plummeted. His leadership team—Kelly in finance, Andrew in creative, Amit in tech, and Jude in client relations—found themselves in a relentless blame game.

In search of answers, Jim turned to Diane, a seasoned business coach with a knack for communication. "Jim, would it be alright if I attend your next leadership meeting?" Diane offered.

"Absolutely, we could use the guidance," Jim eagerly agreed.

At the meeting, Diane took the floor. "Team, I'd like to introduce the concept of Defend/Deflect/Attack or DDA. It's a common way people react when things go wrong. Do I have your permission to point it out if I hear it during our discussions?"

Intrigued and a bit skeptical, the team agreed. "Alright, Diane, point away," said Kelly.

Then Andrew, first in line for team updates, began, "Look, it's not our fault the latest campaign flopped. The client's directions were vague at best."

"Ah, that sounded like DDA, Andrew," Diane interjected. "What could you have done differently to avoid this outcome?"

Caught off guard, Andrew thought for a moment. "I could've confirmed the brief with the client to clarify their expectations upfront."

As the weeks rolled by, Diane became a fixture in these meetings. Whenever she heard DDA behavior, she called it out, steering the team toward a language of ownership.

A month later, Jude spoke up. "We lost the Smith account. I could blame their lofty expectations, but I won't. I should've been clear about our capabilities from the start. I take full responsibility."

Kelly chimed in, "And better forecasting on my part could've managed those expectations. We're a team; we win and lose together."

The words were music to Diane's ears.

Eventually, the tide turned. Deadlines were met, profit margins climbed, and clients were satisfied. Each team member realized their capacity to control and influence outcomes.

Jim was overjoyed. "Diane, you've been a game-changer. My team has transformed into accountable leaders who own their actions."

Diane nodded, "And that's because everyone learned to take responsibility for both their victories and their setbacks."

True accountability begins when we quit defending, deflecting, and attacking, and start taking responsibility. This clear-eyed approach enables us to make a significant impact—as individuals and as a unified team.

The end.