Why the Window Mirror principle is a nonnegotiable for good managers

Have you ever made a $20,000 mistake? Better yet, have you ever taken credit for someone else’s $20,000 mistake?

A few years ago I was managing a team that was in the process of upgrading the structure of our tracking links, to gather better revenue data. After updating, a few weeks went by before we noticed the revenue drop, and after investigation found that this particular vertical used a different link tracking system from the rest of the company. By the time we updated the link correctly, three weeks of time had passed and with that, most of our top clients’ revenue for the month 💸

In the next all-hands meeting I said to everyone, “Hey y’all I really messed up.” I explained what happened, why, and what we were going to do to fix it. I also reiterated the importance of QA. I did not name names on my team, and took credit for the issue as if I had pushed the buttons myself.

The Window-Mirror Principle

For leaders, the Window-Mirror Principle means that when things are going well, you look out the window at your team and thank them. When things are going poorly, you look in the mirror at yourself.

It’s that simple. So many other behaviors of good managers stem from this one.

According to Jim Collins, author of Good to Great, the one common thread between 10 of the greatest CEOs in history is their propensity to give away credit freely, and take blame consistently.

Why did I take credit for this person’s mistake?

Well for one, as the expert in the vertical I wish I remembered that this particular client followed a different tracking process. Two, as their manager, I’m responsible for efficient and reliable processes, and how we QA work (and, whether I myself make the time needed to carefully QA their work).

Aidan McCullen explains, “The essence of the Window and the Mirror leader is crediting others for the company’s success and blaming themselves for the company’s failings. Such leaders believe if mistakes happened on their watch, it is their fault.”

It’s my mistake if I didn’t refresh their training, or build QA into the process, or review the revenue by client daily, more granularly, or set up automated alerts, or… any multitude of things.

It goes beyond ownership: As a leader, it’s my job to model the behavior I want my employees to mirror, and pointing blame is not the culture we want to create. -Adrienne Kmetz

Show, don’t tell

“Nothing is more destructive to a team than a lack of trust,” writes Dustin Moore.

And the fastest way to get someone to not trust you? Break your own rules, throw them under the bus or give them unfair feedback in public. Why would anyone trust a leader who they can’t predict, who might sabotage them? If it’s not psychologically safe to take risks by dissenting, proposing something new or project managing, you’re going to be left with a very cautious group of employees. Data is for learning, not weaponizing.

The concept of the "Shadow of the Leader" is “a phrase used to describe a business phenomenon where people in a position of authority, through organisational habits, beliefs and values can influence the culture of those around them. (This influence can be good or bad).”

You can either lead with empathy and and people will follow you, or you can lead with fear, and lose that loyalty.

I like to empower my staff by asking them for their advice in any given scenario. It usually starts with them asking, “how do you want me to do it?”

Stoppp right there.

This is not about me, or what I want, or my particulars around how spreadsheets should look or when emails should be sent.

“What are your thoughts on how it could be done?”

I’ll ask, intentionally using passive voice so that it’s clear this is not about opinions, but rather process improvement, building ownership, and strategic thinking.

80% of the time, they suggest something very very close to what my experience has taught me would be the most logical first step forward. I don’t have all the answers, which is why we hire subject matter and skills experts, but I do have a lot of mistakes under my belt that we don’t need to repeat again.

I don’t need to deliver those lessons by telling, however. I can deliver those lessons by asking leading questions and letting my team drive themselves forward.

It’s just my job to make sure they have all the tools and confidence to do it without worrying about making mistakes.

Practice this in your next team meeting:

Give a “shout out” to a team member without using the word “I”.