A blog this week on the Harvard Business Review referred to how CEOs need to “own a crisis”. Using the recent scandal at GM as a case study, the writer noted how the CEO, Mary Barra, took full responsibility for an issue even though it had evolved before her time.

It could be argued that Satya Nadella’s performance as Microsoft’s new boss is in a similar vein. Many have argued this week that when he launched the Office version for Apple’s IPad, he was effectively admitting that Microsoft’s strategy for the past two years had been…wrong.

Interestingly, as a business mentor or coach, I see this phenomenon of accountability all the time. For example, I visited one company in Jerusalem last week, where a senior manager was refusing to become worked up about the threats of a large national supplier. After all, that supplier had behaved incorrectly and had not honoured their word.

Guess what? One week later and that same supplier has shown that they are not too interested in verbal discussions. They see the picture very differently and have taken the matter to court, which will keep everyone busy for a couple of years. My client has been caught out, lacking a strategy.

Much the same can be said of stock control. I constantly meet owners of retail businesses, who complain of cash flow problems. Almost invariably, an initial review will reveal high stock levels. And again, almost invariably, this is explained through unexpected changes in the market, which caused a downturn in sales.

Amazingly, the CEOs rarely admit that they had made a mistake. However, even new stock does not sell itself. In the past few months, I have seen middle aged men incorrectly purchasing merchandise for a shop that sells clothing to young women. I have seen gift shops piled high with too many irrelevant products such as books. In each case, the owner finds it difficult to say ‘mea culpa’ and make the necessary changes in policy.

The role of a CEO is to lead. When the chips are down, that does not allow you to blame others. The situation should force you to stand up and to be counted by clients, suppliers and colleagues alike.