In Douglas Adams’s Hitchhiker’s Guide to the Galaxy, he introduces the concept of the SEP — “Somebody Else’s Problem” — field when describing how an alien spaceship lands at Lord’s Cricket Ground, yet no one reacts because they’re convinced it’s someone else’s issue.
This illustrates a dangerous attitude we often find embedded in teams: the tendency to defer responsibility, to assume someone else will handle the problem, or that it’s outside our scope. It’s a mindset that fosters complacency and ultimately hampers our ability to deliver resilient, high-performing organizations.
We all recognise this mentality. Perhaps it’s hearing, “The main server went down, but I’m not the SysAdmin,” or, “There’s a problem with the backend, but I only work on the web portal.” These responses reflect a mindset that compartmentalises issues, ignoring the broader impact on our customers—the very people whose trust and loyalty fuel our business—and on our shared reputation. It’s a shortsighted view that often leads to isolated fixes, missed opportunities for collaboration, and a fragmented culture.
But this mindset is precisely what we need to challenge and change. The alternative is fostering a culture of collective responsibility. It’s about recognizing that we are all on the same team—us, not just me. This means cultivating an environment where every member feels empowered, accountable, and motivated to act beyond their immediate responsibilities.
Building this culture starts with small, everyday actions: a team member noticing a bug late at night and taking initiative to resolve it, even if it’s outside their direct scope, understanding that their effort keeps the ecosystem healthy. Or reaching out proactively to a teammate who appears overwhelmed, offering support or sharing knowledge. These behaviors, seemingly minor, are the building blocks of a resilient, cohesive team.
As a leader, I’ve seen firsthand that encouraging this mindset requires more than policies— it demands genuine care and a sincere understanding that people thrive in environments where they feel valued, supported, and trusted. I often remind my teams to avoid overworking staff because burnout erodes creativity, diminishes capacity, and ultimately reduces our collective strength. While dedication and drive are commendable, they must be balanced with sustainable work practices that prioritize well-being.
This is more than just talk; it’s about communicating the business rationale behind these principles. When people understand that caring for their well-being is aligned with the company’s success, they become more invested in protecting and nurturing that environment. Developing a culture of trust and mutual support doesn’t happen through empty slogans—it requires consistent demonstration that the organization genuinely values its people’s personal and professional growth.
When team members know that their organization cares—when they see it in the actions, in the support during stressful times, and in opportunities for development—they naturally become more committed to safeguarding the collective well-being. They understand that protecting each other and the organization is, in fact, protecting themselves. This mutual investment creates a virtuous cycle: the more individuals feel supported, the more they’re willing to step up and take shared responsibility.
Ultimately, true collective responsibility isn’t just about avoiding problems—it’s about cultivating a resilient mindset, a proactive approach where everyone views success and failure as shared. It’s about aligning individual self-interest with the larger goals of the organization—not through mandates, but through genuine care, trust, and a shared sense of purpose.
By investing in your people, fostering an environment of mutual support, and emphasizing shared responsibility, you lay the foundation for a resilient, innovative, and trustworthy organization. This is how we create teams that don’t just react to problems but anticipate them—teams that thrive in uncertainty and turn challenges into opportunities for growth.
