Deflection: How to NOT Shrug off Responsibility and Pin Poor Performance and Decision Making on Someone Else

Accountability is the cornerstone of authentic and inspirational leadership. True accountability means you understand and accept that you and only you are responsible for your attitude, actions, decisions, communication, and health of your relationships. It’s hard work, requiring vulnerability, humility, integrity, and a willingness to put your ego aside. It’s uncommon to find this kind of accountability; for some reason these qualities are labeled as signs of weakness. I believe they are just the opposite.
 
Rather than hold oneself truly accountable, many people use deflection to shrug off responsibility and pin poor performance and decision making on someone or something else.
 
Deflection may sound something like this:

• “I was distracted and busy; I couldn’t help that I didn’t really listen to you.”
• “I didn’t mean to go behind your back; I thought you already knew what I was thinking.”
• “It’s not my fault that I’m late; you didn’t give me enough notice.”
• “I know I messed up, but it’s not as bad as what she did!”
• “Yeah, but you do the same thing to me all the time!”

 
We shouldn’t tolerate this type of behavior from ourselves and from those around us.
 
So how do you stop yourself from being a deflector?
 
It starts with awareness. Think back on the times you were given tough feedback. Did you own it or did you blame someone or something else? Did you say thank you for the feedback or did you minimize your role in the situation? Be honest; you can’t make changes unless you embrace the hard truths about yourself. It may seem like silly advice but the only way to be accountable is to start being accountable. The only way to stop deflecting is to stop deflecting. When you hear yourself saying things like, “yeah, but” or “you always do XYZ” or “it’s not my fault” stop immediately and instead say, “I was just about to deflect blame and I don’t want to do that. Thank you for this feedback.” Then listen.
 
Next, take ownership and focus on the things you can control. Sure, there could be many reasons why something happened; it’s natural to want to look for causes outside of yourself, but the only way to improve a situation is to own your part.  Don’t let yourself off the hook. And really, if everything is everyone else’s fault, then what part do you play in your own life? Do your actions not have any consequences? Are you truly powerless over the decisions you make and the outcomes that are a result of your decisions? I didn’t think so.
 
Now it’s time to create a new habit; an accountability habit. Ask someone to call you out when you start to deflect. Look for opportunities to take more ownership when things aren’t going perfectly. Pay attention to what triggers your “blame something else” mechanism so you can gain more insight around when you start to deflect. Apologize when you slip up and blame someone else.
 
Now how do you deal with a person who deflects all the time?
 
When dealing with deflection in the moment, the best technique I have found is to bring the focus back to the person by saying something like this:

• “I hear what you are saying, but let’s talk about what you can control.”
• “I understand that you’re not the only person involved in this, but right now I want to focus on your part.”
• “I acknowledge that you are currently going through a tough time and I want to help you however I can. Nonetheless, there are still behaviors that can’t be tolerated in the workplace and we need to discuss how your actions are affecting the team.”
• “I recognize that I have a role in this, too, and I’m not trying to shirk my responsibility, but right now I would like to talk about how your actions make me feel.”

 
Handling deflections in such a way does two things; first, it acknowledges that there are extenuating circumstances to every situation which may deserve digging into and second, it shifts the conversation towards accountability which is where solutions can be derived.
 
I also suggest giving honest and direct feedback. The deflector may not realize how often he or she does it and with a little coaching, could change the habit. Have a few concrete examples prepared and say something like this, “I want to share some feedback with you, if that’s okay. I’ve noticed that anytime we discuss the issues with this project, you shift the blame to someone else. For example, when you say things like “this project was handed to make like this” or “I wasn’t part of the team when that happened’ it makes you sound unaccountable and undermines your credibility as a leader and team player. I know that this is not how you want to be perceived so that’s why I wanted to bring it up. Were you aware that you’ve been doing this? Is there something going on that you want to get off your chest?” Show you care by courageously giving feedback.
 
Sometimes though, it may be best to ignore the “blame game” and focus on finding a solution. While shifting gears without addressing the deflection doesn’t solve the issue, it can be more productive than getting the other person to accept responsibility. There are times when you just need to move past the “what happened and who did it” phase to the “how are we going to fix it” phase. But even in those times where giving feedback in the moment doesn’t make sense, I always recommend circling back and having the conversation. No one can improve without candid feedback and we shouldn’t be fearful of giving it in a kind and helpful way.
 
My only other advice is to not take things the blamer says personally and don’t get defensive; I know dealing with deflectors can be frustrating but remember, their blaming isn’t about you, even if it feels like it. I also suggest trying to limit your interaction; habitual blaming can be a form of narcissism and most narcissists (at least the ones I know) have no interest in changing because they don’t think they are doing anything wrong.  
 
There is nothing more honorable than accepting responsibility for your actions and decisions. Don’t be afraid to admit your role in tough situations. Show gratitude and compassion when others admit their own faults, too. We should encourage and applaud each other when we show up with sincere, honest accountability.
 
In closing, I’ll leave you with a quote from American writer Ralph Marston:

​Concern yourself more with accepting responsibility than with assigning blame. Let the possibilities inspire you more than the obstacles discourage you.

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KP