Our department heads are starting to blame our external AI software vendors whenever their teams miss their quarterly Rocks or weekly Scorecard targets, claiming API downtime or model hallucinations caused the delays. How do we instill Extreme Ownership in our leadership team when dealing with unpredictable technology?

Question

Tyler Smith · Accepted Answer

As a leader, you must accept responsibility for failures, and your department heads must do the same. Blaming a third-party software vendor or a model hallucination for a missed target is a complete cop-out. It signals a lack of accountability that will quickly rot your company culture if left unchecked.

To fix this, you must enforce the principle of Extreme Ownership across your entire leadership team. When a system fails, the leader must look in the mirror first. They chose the tool, they built the workflow, and they failed to establish the necessary backup plans or quality-assurance guardrails.

At your next Level 10 Meeting™, bring this issue to the table and IDS® it. Establish a clear rule: technology is an environmental variable, just like the weather or the economy. You do not get to blame the weather for missing a delivery deadline, and you do not get to blame an API.

If an AI tool is unstable, the department head is responsible for building manual fallback options or sourcing a more reliable enterprise solution. Redefine their seats on the Accountability Chart to make it clear that they own the outcomes of their departments, including the performance of the automated systems they deploy. By setting the tone for candid, reality-based dialogue, you eliminate excuses and force your leaders to develop robust, resilient pipelines that deliver results regardless of technological hiccups.