Consultants and coaches have long espoused a strategy of giving away credit while taking blame for mistakes. Jim Collins referred to this as “the window and the mirror” in Good to Great. I am an ardent supporter of this strategy.
Why I believe in owning your mistakes: I start by believing that I can’t solve an issue until I take 100% responsibility for finding solutions. Why? Because I can’t fix what I can’t control. The rub is that if I’m going to fix it, first I need to be in control of it. And if it’s within my control… guess what: I’m responsible.
Why I believe in giving away credit: The reason why giving away credit is a good strategy is not because this kind of warm-and-fuzzy approach makes people feel good. It is because everyone on your team secretly believes that they are smarter than you anyway, and this approach makes it seem like you agree with them, which makes them like you more because they generally like people more when those people agree with their existing worldviews.Q.E.D.
Jason Seiden is Co-founder and CEO of Ajax Social Media, a training company that shows professionals how use social media to work more effectively.
I'm the CEO of Ajax Social Media. We're helping 1 million people shine by making their online stories better. 
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Jason –
I am always thrilled to read your newsletters, and I’m just starting to read your book. Please stop me if the answer to my question is explained within How to Self-Destruct.
I’m excited to say I’m choosing between two different career options in Michigan. One of positions involves managing a team of 3-4 direct reports. I’ve had the privilege of being introduced to two of them in the interview process. Both of my potential direct reports are significantly older than myself (approximately 10-20 years), and have been in their roles for about five years each. I’m rarely intimidated in leadership roles, but this seems to be causing me some anxiety.
Where do I start as a young manager in such a situation? I don’t want to come off as a young “know-it-all,” but at the same time you want to develop a respectful relationship. Do you have any advice or recommended reads for a Generation Y manager?
Ashley, thanks and good luck!
Here are some general thoughts; obviously, take these with a grain of salt, and adjust according to the specifics of your situation:
1. Ask questions. Probe. Use their names when you speak to them. Call them proactively–not enough to be annoying, but enough to show respect. Ask what they expect from the person in your position. Be careful how you frame this question… this is the difference between a server asking “How is everything?” and “How does everything taste?”
2. Work with the team to immediately set a goal for the group.
3. Be clear about your own expectations, but also be general. If you get specific now you risk painting yourself into a corner because they know better than you what you’re talking about. Lay out expectations related to results, communications, and workflow, and give everyone a chance to succeed.
4. Find out the backstory from someone else. Ask the hiring manager to introduce you to YOUR PEERS. During those conversations, see what you can find out. (Did your new employees apply for the same job? Are they superstars who like the jobs they have? Are they well received by others in the organization?) What interpersonal dynamics are you walking into?
5. Be prepared to work hard and prove yourself. Nothing makes problems go away like achieving rockstar results.