We face adversity almost every day. I had a boss who used to say our job was to deal with adversity. Progress was not the absence of adversity. Instead, it was dealing with different adversity over time. As leaders, we should not ever expect it would go away.

I recently experienced an unforeseen set of events that resulted in a surprise delay in a product release. In response, the leader involved raised the alert and said: “we must delay the release.” It was a hard message and not the first time a release needed to be delayed. The CEO asked for an explanation to understand what had happened. The leader’s response in a moment of adversity defines good leadership.

As problems arise there are key components to a response. These components include taking responsibility, taking appropriate action, communicating to key stakeholders and working to prevent more/future problems. All of these pieces are important to a complete response. Some leaders fall short.

I have worked with leaders who understand taking responsibility. These leaders will say “there is no one to blame but me” and “I am responsible.” In these moments they protect their team and step up to their role in potentially being able to avoid the trouble earlier. Taking responsibility is important and not enough.

There are leaders who then realize they need to take action. These leaders step in and take stock, helping by potentially providing resources or guidance. The leader who takes action and has also taken responsibility will avoid blaming others or finding guilt. This leader will understand they are on the hook to respond and support as much as anyone else.

A leader who has taken responsibility and is taking action will realize that the response is only as good as the communication that comes along with it. Business is a team sport. Other people need to know what is happening and what is being done about it. Communication to your team, to your peers, and your boss are all key. Keep the right people informed on the issue and on your actions in support of your responsibility.

A leader who only takes action in response to a crisis can fall prey to become a “firefighter.” Taking stock of a situation once the immediate needs are resolved is required to prevent repeat failures. The leader who looks at how we got here and chooses to change will prevent repeat failures from similar issues. A leader who builds his or her reputation around responding to a crisis will become associated with crisis rather than steady leadership.

Consider how you respond to adversity and whether your response includes all aspects.