Leadership is Forgiveness: Cultivating Accountability and Safety

Let’s talk about forgiveness in the workplace, what it is—and what it is not.

First, let me say that forgiveness in a team or work setting does not mean giving everyone a “get out of jail free” card.

Forgiveness in workplace culture means that we are building (or have built) an environment where people are both supported and held accountable, where making mistakes doesn’t equal the end of the road, but rather a space to own, learn, and grow. Forgiveness is essential, but it comes with the strength of accountability and the openness to let everyone—leaders included—get back on track. So, let’s break down how this looks and how it can change everything from trust to retention.

A while ago, I wrote a blog on leadership vulnerability and through that research I came across Harvard’s Dr. Amy Edmondson, who studies psychological safety in organizations. She has done fascinating research, and her work shows that when leaders model forgiveness and create a culture of grace around mistakes, people are more likely to take risks, be creative, and own up when they miss the mark. It’s as if forgiveness sets the stage for accountability—not by overlooking mistakes but by allowing people to acknowledge them without shame or fear.

There is also a tangible impact that forgiveness has on engagement and loyalty. Gallup studies tell us that employees who feel supported, especially after they’ve made a mistake, are significantly more engaged in their work. They’re also more committed to putting down roots within their organization. When people feel that they’re allowed to be human—allowed to stumble and still be respected—they become more invested in their work. And isn’t that what we want? Teams that show up not out of obligation but because they genuinely feel they belong?

Imagine the alternative: a workplace where mistakes are met with harsh criticism or where people are silently judged. In these environments, employees are often just waiting for the next opportunity to leave, to find a place where they can show up fully. However, forgiving and supportive cultures reduce turnover and increase trust because employees feel seen, supported, and valued. Ultimately, when we as leaders cultivate forgiveness, we’re really investing in a workplace where people are safe enough to stay and are engaged enough to grow.

One thing I want to make clear here: forgiveness doesn’t mean allowing harmful behavior to go unchecked. Forgiving workplace cultures still value accountability, but they balance it with compassion. In fact, some of the most successful, high-performance workplaces (like Microsoft) are those where leaders are skilled at creating clear, compassionate boundaries. These boundaries say, “We forgive mistakes, but we’re committed to learning from them and not repeating them.” When we handle missteps in this way we’re showing that while mistakes are natural, recurring or harmful behavior won’t be tolerated. The goal is growth, not enabling.

Forgiveness in leadership creates an ecosystem where people feel safe enough to fail and encouraged enough to try again. When we lead with that in mind, we’re creating cultures where growth happens—not just on the performance charts but in each person on the team. 

So, here’s to leading with courage, with forgiveness, and with the kind of accountability that lets everyone grow a little bit more each day. Because that’s how we build trust, fuel innovation, and create the workplaces we actually want to be a part of.