Responsibility by Design – Step 2: Allowing Space for Imperfection

In the Responsibility by Design series, I am breaking down a simple but often misunderstood framework for developing ownership, judgment, and confidence in others. This is not about relinquishing accountability or lowering standards. It is about intentionally designing how responsibility is transferred so that people grow, leaders scale, and organizations avoid dependence traps.

Each article focuses on one step in the process. On its own, each step matters. Together, they form a disciplined approach to empowering others without abandoning oversight.

Step 2: Allowing Space for Imperfection

Step 2 is the most counterintuitive part of the framework, and the one most often misunderstood.

In the original version of this model, I described this step as “hope they blow it.” That phrase was intentionally provocative, but the intent was never to wish failure on anyone. It was meant to describe a mental shift for the leader.

The shift is this: stop viewing mistakes as threats to your authority or competence, and start seeing them as opportunities to teach judgment.

This step only works if Step 1 was done correctly. The task must be appropriate, the risk must be contained, and the expectations must be clear. When those conditions are met, small missteps are not liabilities. They are leverage.

Two Mindsets, Two Outcomes

When leaders approach delegation with the mindset of they better not mess this up, their behavior changes, often without realizing it.

They hover.
They intervene early.
They correct before understanding.
They react emotionally when things do not go as planned.

In that environment, there are only two outcomes. Either the employee succeeds and relief follows, or the employee struggles and confidence erodes. Creativity narrows. Communication becomes guarded. Responsibility retreats.

Contrast that with a leader who expects learning to occur.

When leaders intentionally allow room for imperfection, they create two positive outcomes. Either the work goes well, and trust grows, or something does not go as planned, and learning accelerates.

The difference is not permissiveness. It is posture.

What This Step Actually Requires

Allowing space for imperfection does not mean stepping away or ignoring problems. It means resisting the urge to rescue too early.

It means:

• Letting someone work through a problem you already know how to solve.

• Asking questions instead of issuing corrections.

• Observing how decisions are made, not just whether they match your own.

This is uncomfortable for many leaders, especially those who were promoted for being highly capable individual contributors. The instinct to jump in is strong. The discipline is knowing when not to.

Why This Builds Trust Faster Than Success Alone

When people know they can bring a problem forward without fear of a negative reaction, they bring it forward sooner. That gives leaders more options, more time, and better outcomes.

When people believe they must appear flawless, problems remain hidden until they become unmanageable.

Step 2 is not about tolerating failure. It is about normalizing learning.

Step 2 tests a leader’s restraint more than any other step. It requires trust, patience, and a willingness to let growth look a little messy at first.

In the next article, we will move to Step 3 and explore how leaders can use empathy and natural consequences to turn experience into lasting judgment.

Responsibility is not accidental. It is designed.