It's NOT your Fault, but it's your Problem!
2013 Target Breach Lesson Learned - Take ownership of the problem!
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At the height of the Target credit crisis a familiar phrase came to mind - “Steve, it's not your fault, but It's Your Problem,” I remember the first time I heard this phrase. A hiring decision I made wasn’t working out. Some of their decision-making was just wrong and I found myself having to fix their problems.
In a meeting with my boss, we began discussing this situation and he could see the frustration on my face. I was hoping to get some thoughtful counsel instead, I received this phrase, “Steve, it’s your fault, but it’s your problem.”
What! This isn’t helpful at all.
We often find ourselves facing challenges and changes that can feel overwhelming. It's crucial to recognize that while you might not be directly responsible for every problem that arises, it is indeed your responsibility to address and navigate these challenges effectively.
These situations can be summed up in a simple but powerful phrase: "It's not your fault, but it's your problem." While in the moment it may be tough to reconcile this phrase, it’s full of wisdom. I wanted to share some lessons learned in a few critical areas related to talent and one of the biggest retail credit card breaches in history.
When you get a talent selection wrong!
As senior retail leaders, you understand the importance of assembling the right team to achieve your organization's goals. However, when the unexpected happens – a key team member leaves, or a promising hire doesn't perform as expected – remember that it may not be your fault, but it's definitely your problem (to solve).
A few things to think about ⬇️
How deep is your bench?
In those expected or unexpected moments with a member of your team departs, how deep is your talent bench? How many leaders are ready to step up to the opportunity? 👉🏾 Reminder! A talent bench must be cultivated throughout the year(s).
As a leader, every interaction is a talent assessment of current and future talent. Once you have identified next-level talent, create a realistic, individualized, and executable development plan.
The keywords - individualized and executable. Let’s do away with the cookie-cutter development plans (I’ll save this topic for another newsletter.)
The key to a successful talent bench is variety and the ability to adapt quickly. As a leader, you must continously reevaluate the skills and strengths needed in your team to address new challenges. But most importantly, you need to understand that a setback can be an opportunity to discover hidden talent within your existing team.
Target Breach - How do you communicate in times of uncertainty?
Retail is the most dynamic industry in the world and it can shift rapidly, leaving you to make quick decisions with very little information. In such situations, effective communication becomes paramount. Even if you didn't create the market turmoil or write the code that isn’t working with your new tech, it's your problem to navigate it successfully.
In 2013, when I worked for Target, we had a massive breach. Hackers gained access to Target's computer network and stole the personal and financial information of millions of customers. Our CEO created a culture of transparency that cascaded down to the store level. He made it easy for us to foster transparent communication in two ways:
Transparency of the problem
What is the problem and what is its impact on me? It’s human nature to care about ourselves first, so as a leader, I had to communicate the impact of the problem. My goal was to answer these questions even if I didn’t cause the problem:
How did it occur?
How long before the problem will be solved?
What is the direct impact on the team and customers financially, personally, and professionally?
Transparency builds trust and can help you collectively find solutions. Remember, it's not about placing blame but about finding a path forward together.
Decision-Making with and without information
In the ideal scenario, as a leader, you are able to provide access to the decision-making information and process. When there is access to the how, what, and why behind a decision, it can become more palatable to receive. In the Target, scenario, we had very little initial information. But within 24 hours the information began to materialize and I was able to provide more clarity to the team and customers.
However, a large majority of decisions simply have to be made and you won’t have time to explain the rationale. This is where your level of leadership equity will be put to the test. People on your team, have made a conscious decision to follow you, to be led by you, and over time you have either built or eroded your level of credibility. It’s in these moments your track record of decisions and their outcomes will be put to the test.
Owning your Decisions!
Relative to the Target Breach, our CEO owned the problem with confidence. He could have created a well-written, politically vague excuse. But he didn’t he owned it.
This in turn empowered everyone in stores to own the problem and the eventual solution. One of the hallmarks of great leadership is the ability to make tough decisions. However, not every decision will yield the desired outcome. Even when a decision doesn't go as planned, owning it is essential.
Don't shy away from acknowledging when a decision doesn't yield the expected results. Instead, use it as an opportunity to learn and grow.
Seek feedback, analyze what went wrong, and apply those lessons to future decisions. Remember, taking responsibility is a sign of strength, not weakness.
You have to EXECUTE, it’s not an option!
Execution is where the rubber meets the road. You might have a brilliant strategy, but if it's not executed effectively, it won't translate into success. While you may not be in the trenches doing the day-to-day work, ensuring execution is on point is still your responsibility.
It's not your fault if a project falters due to execution issues, but it is your problem to address them. Empower your team with the resources, training, and guidance they need to execute plans successfully. Regularly review progress and be ready to course correct when necessary.
Despite your best efforts, there may be times when execution falls short, and results are far from what you envisioned. It's essential to navigate these situations with resilience and grace.
When execution goes wrong, don't double down on a failing strategy. Be willing to pivot and realign your approach. Your level of adaptability is what distinguishes you from other leaders who remain stuck in similar situations. Remember, it's not about blame; it's about finding a better way forward.
Do this next!
The phrase "It's not your fault, but it's your problem" serves as a reminder that leadership is not just about taking credit for successes but also about taking ownership of challenges and setbacks.
Your ability to adapt, communicate effectively, own your decisions, ensure effective execution, and pivot when necessary will determine your success in your career and growth as a leader.
As you continue your leadership journey, remember that every setback is a setup in disguise. Use these experiences to grow stronger, lead with empathy, and inspire your teams to overcome adversity. It's not always your fault, but it's always your problem, and how you choose to address these challenges defines your legacy as a senior retail leader.
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🛑 NEW SEGMENT 🛑
Picture this: You're sailing smoothly in your retail career when suddenly, out of nowhere, you hit a MASSIVE OBSTACLE. This is not a NORMAL challenge - it's the kind that can spin your career wildly out of control.
Whether it's a salary negotiation gone wrong, a PR fire to put out, or a make-or-break team restructuring, these are the moments that define your leadership.
In the "Break Glass for Emergency," segment, I don't just talk about theory. I dive into the real and raw career crossroads that leaders face.
This segment is built as a quickly digestible Q&A section. You provide the questions, I provide the answers.
You and I both know the toughest challenges hold the greatest opportunities for growth. My goal is to help you become prepared, stay poised, and act decisively when every second counts.
This isn't about everyday advice. This is the wisdom you need when your back is against the wall and every decision counts.
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Btw I'm Steve Worthy, author of the upcoming book - "The Approachable Retail Leader"
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