How should a leader address a failure belonging to another unit or a different function?

• A. Ignore the failure if it's not your unit.
• B. Publicly embarrass the other unit to motivate improvement.
• C. Forbid cross-unit communication to avoid conflicts.
• D. Acknowledge the failure's impact, coordinate with the other unit, and hold responsible persons accountable through leadership channels.

Answer: (D)

The key idea is taking ownership for problems that span units and leading the fix rather than waiting for someone else to solve it. A leader should first acknowledge how the failure affects the mission, stakeholders, and other teams. This clarity builds trust and sets the stage for real accountability rather than excuses.

Next, the leader coordinates with the other unit to understand root causes, share information, and align on a joint action plan. Cross-functional collaboration is essential because the failure isn’t isolated to one team; solving it requires synchronized effort, resources, and timing across functions.

Finally, accountability should be enforced through proper leadership channels. This means clearly communicating expectations, addressing root causes with appropriate feedback, and following formal processes to ensure corrective actions are taken and results are tracked. Public shaming or blocking communication undermines trust and effectiveness, while ignoring the issue or avoiding collaboration prevents real improvement.

This approach embodies taking ownership: owning the outcome, driving coordinated action, and ensuring accountability to prevent recurrence.