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You hear people talk about Plan B, that safety net, the fallback for when things don't go as planned. Of course, there’s also Plan C, D, and E too. Most of us know that having contingency plans is part of being responsible, part of being ready for the unexpected.

You hear people talk about blame games, the way that colleagues shift responsibility, not owning up to their mistakes, or the mistakes they think others should be accountable for. Of course, there's self-blame too–all responsible professionals feel like they're falling short sometimes, like they're not doing enough, like they're not enough.

After hiring your first team, every leader quickly grasps just how much more complex their life becomes. Your schedule is altered. Your priorities are shifted. How you approach daily tasks is different. Where you direct your energies is different. Team leadership is, in many ways, a substantial dose of unavoidable reality – a reality where control is not just in your hands.

You often hear about the guilt that people feel in their professional lives – that nagging sensation that they're not doing enough, not living up to their potential, or falling short of the high standards they've set for themselves. Sure, there's also the guilt that team members may feel, the belief that they're letting down their colleagues, that they're not good enough.

Martin, the new team lead, wanted his team to take more initiative. They were used to their previous manager making decisions for them, so they were skeptical of Martin's approach. Martin persisted, investing time in one-on-one coaching and providing support. The team's confidence grew, and they delivered a successful project. Martin and his team learned that trust and accountability are values to be lived, fought for, and nurtured.