I read the book “The Oz Principle”, which is a book about accountability. One of my key take aways from this book is you have to the see the problem and own the problem to hold yourself accountable. In this article, I will explore what this means.

Seeing the Problem

Seeing the problem starts with honesty – recognizing what’s broken and acknowledging that it truly is a problem. That kind of clarity requires self-awareness and courage. It’s easy to ignore issues, downplay their impact, or justify why they don’t need immediate attention. Excuses can feel comforting because they allow you to avoid discomfort and responsibility.

What’s harder – but far more powerful – is facing the problem head-on. Acknowledging a problem means admitting something isn’t working and accepting that change is required. It means moving past denial and rationalization and choosing to take action, even when it feels inconvenient or uncomfortable. But that willingness to see the problem clearly is the first real step toward meaningful progress and lasting solutions.

For example, in the past my Toastmasters club relied on members volunteering for meeting roles to fill the agenda. This often led to meetings where we had to fill gaps in the agenda the day of the meeting. As Vice President of Education, I saw this as a problem, and I took steps to clearly identify what the problem was. Because I acknowledged that this was a problem, my club was able to make changes to address the problem, and we now assign meeting roles in advance, which has made our club more successful.

Owning the Problem

Another essential aspect of accountability is owning the problem – and that takes courage. Owning the problem means accepting responsibility without excuses, defensiveness, or blame. It’s the moment you stop reacting to circumstances and start taking control of your response.

When a problem arises, it’s often easier to play the blame game. For example, if you struggle with weight loss – as I do – it’s tempting to blame the food industry. Highly processed, addictive foods make healthy choices more difficult, and that reality is easy to point to. But when you focus solely on external factors, you give away your power. You place control of the problem in someone else’s hands, which makes real change unlikely.

Contrast that with a different approach: acknowledging that your own eating choices contribute to the problem. While external influences exist, your choices remain within your control. The moment you accept responsibility, you reclaim agency. You move from being a victim of circumstances to an active participant in the solution.

When you choose to fully own the problems in your life – without blaming other people, systems, or conditions – you position yourself to create meaningful change. Accountability isn’t about guilt or self-criticism; it’s about empowerment. Ownership is what turns awareness into action and problems into opportunities for growth.

Conclusion

Seeing the problem starts with honesty – recognizing what’s broken and acknowledging that it truly is a problem. Owning the problem requires courage. It means accepting responsibility without excuses, defensiveness, or blame. When you own the problem, you shift from reacting to taking control.

Accountability begins the moment you stop asking who’s at fault and start asking what am I going to do about it. So take the next step. Identify one problem you’ve been avoiding, rationalizing, or blaming on circumstances or others. Own it fully. Decide on one action you can take today to move it forward.

Because the moment you own the problem, you reclaim your power to solve it – and that’s where real leadership begins.