How to Avoid Blame Culture and Reframe Teamwork as Everyone’s Responsibility
When we think of the word team, it’s easy to picture a group of people. A static noun.
But what if we thought of team as a verb?
Team isn’t just who we are – it’s what we do.
It’s a daily decision to show up for each other, to contribute, to collaborate, and crucially – to take shared ownership of outcomes.
Because when things go wrong, a blame culture can easily creep in. And once it does, it derails trust, connection, and collaboration. But it doesn’t have to be that way. There are meaningful, doable ways to avoid blame culture and build something better – together.
Quote for Jon Gordon, American Business Consultant
That kind of care doesn’t just happen. It’s created through intentional actions and attitudes.
And that’s where “team as a verb” really shines.
It reminds us that team dynamics aren’t fixed; but they’re formed and re-formed, moment by moment, through how we choose to show up.
Why Blame Culture Still Shows Up – Even in Good Teams
Recently, I’ve had the privilege of leading several Mental Health First Response sessions with Digital Bricks Learning, an organisation with which I work. And while there is more awareness than ever around stress, burnout, and emotional wellbeing, I’ve noticed a recurring challenge, especially among team leaders.
There’s still a strong tendency to apportion blame when it comes to workload, communication gaps or culture issues. I hear a lot of comments like:
“Senior leadership doesn’t get it.”
“My team aren’t pulling their weight.”
“I’m the one holding everything together.”
And I say this with compassion – I’ve been there too.
I’ve over-egged that pudding myself, especially when I was tired and frustrated. And ironically, it was often with team members I trusted the most – those I knew would listen, or who’d let me vent a little.
But here’s the thing: blame might feel cathartic in the moment, but it rarely leads to action.
It certainly doesn’t build the kind of culture we’re all craving – one of clarity, compassion and shared ownership.
Brené Brown beautifully describes blame here:
““Blame is simply the discharging of discomfort and pain. It has an inverse relationship with accountability.””
Vulnerability Has Its Place, But So Does Avoiding Blame Culture Through Emotional Regulation
There’s no question that vulnerability has a place in leadership. But it’s not about offloading every emotional spike onto your team. We need to lead ourselves first.
That means:
Not letting stress leak out sideways
Not relying on certain team members to absorb your frustration
Choosing intention over impulse
Because otherwise, even unintentionally, we risk contributing to the very blame culture we wish to avoid.
And for a deeper dive into this, you might find this blog on leadership strategies useful:
Five Ways to Avoid Blame Culture and Shift the Focus to Shared Learning
When something goes wrong, strong teams don’t jump into blame. They ask:
Where did our communication break down?
What do we need to adjust?
How can we move forward together?
This shift from “Who’s at fault?” to “What do we learn?” is the difference between survival mode and sustainable collaboration.
It also reinforces that everyone has a role in shaping the team culture – not just the manager. Even if positive energy isn’t coming top-down, team members still have agency to make things better.
And if you’re interested in the connection between leadership and mental health, here’s a good place to start.
Teaming Means Owning the Process, Not Just the Outcome
Harvard professor Amy Edmondson, known for her work on psychological safety, describes teaming as:
“A verb. It’s about teamwork on the fly – coordinating and collaborating with people across boundaries in real time to get work done”
This reminds us that team isn’t a static label. It’s a fluid, evolving process that requires active participation from everyone – regardless of title or tenure.
That means:
Speaking up when you see a gap
Stepping in, not stepping back
Co-owning mistakes and learning together
And yes, it means team members, too, are responsible for shaping a culture of support, even when leadership is struggling.
The context may not be perfect, but everyone has a role in making it the best it can be.
So What Does This Mean for You as a Leader?
It’s an invitation to:
Model ownership over blame
Manage your emotions with intention
Acknowledge challenge without over-sharing it
Encourage teaming, not just team-building
Remind your team that they have power too – to influence, to shape, and to improve
Because the truth is, the health of your team isn’t just in the people you’ve hired – it’s in the culture you foster.
And culture is built by what you do, every single day.
So Now, What?
Try this with your team: next time something goes wrong (or wonderfully right), ask not “Who did it?” but “How did we show up as a team today?” It’s a simple shift – but one that leads to more connection, more responsibility, and more meaningful results.
Because team is a verb.
And verbs require action.
