Written by: Suzanne Wedeven
Over the years, while working with home service companies, no matter the company's size or the roles I was in, I have noticed a consistent pattern. There are essentially two kinds of people:
Those who live above the line.
And those who live below it.
Above the line vs. below the line: I didn’t invent this concept. But I have watched it explain success and stagnation more accurately than almost any other concept I’ve seen in this industry.
The above-the-line vs. below-the-line concept comes from leadership and accountability psychology. It is most associated with The Oz Principle, a leadership framework built around personal ownership and accountability. At its core, the theory is simple:
Above the line: people see it, own it, solve it, and do it.
Below the line: people ignore it, deny it, blame it, or make excuses.
What makes this theory powerful isn’t the language. It is the clarity. The line gives people a shared way to identify behavior in real time, without turning everything into a personal attack. And in home service companies, where emotions run hot and pressure is constant, that clarity matters.
The line represents ownership. Above the line is where people take responsibility for:
Below the line, people explain why something isn’t their fault.
This has nothing to do with talent or effort. Some of the hardest-working people I have met live below the line. Some of the most effective leaders I’ve met were not the smartest; they were willing to own outcomes. The line separates reaction from response.
People who live above the line believe one thing deeply, whether they say it or not:
“I own my results.”
When something goes wrong, they don’t default to blame. They get curious. They ask:
In-home service companies, this shows up fast.
Above the line owners don’t say:
“Good help is impossible to find.”
They say:
“I need to hire, train, or lead better.”
Above the line, techs don’t say:
“Customers are cheap.”
They say:
“I didn’t explain the value well enough.”
Above the line, CSRs don’t say:
“People are rude.”
They say:
“How can I control the call better next time?”
This mindset isn’t about being soft. It’s about holding yourself to a higher standard than anyone else ever will.
Below-the-line thinking is common and contagious.
It sounds like:
What I have learned is this: below the line always feels justified. There is usually some truth in it. But truth without ownership still leads nowhere. Below the line, people wait for circumstances to change. Above the line, people change their approach.
This industry puts people under pressure. We are in customers’ homes. Equipment fails at the worst times. Schedules change. Emotions run high. Pressure reveals mindset. The line shows up in:
Above the line, people look for solutions. Below the line, people look for reasons. And teams follow the tone set at the top.
Here is the important part: You can’t force someone to live above the line. But you can influence them.
1. Model It First
People don’t rise to what you say. They rise to what you tolerate. If leaders blame, complain, or make excuses, the team will too. The fastest way to shift culture is to own your own mistakes out loud consistently. When a leader says:
“That one is on me, and here is what I’m doing to fix it,”
It gives everyone else permission to do the same.
2. Call Out Behavior, Not Character
The line works best when it’s used as a neutral reference point. Instead of:
“You’re making excuses.”
Try:
“That sounds like below-the-line thinking. What part do you own?”
This removes ego and keeps the conversation productive.
3. Teach the Line Early
Introduce the concept during onboarding. Talk about it in meetings. Use the same language consistently. When everyone understands the line, accountability stops feeling personal and starts feeling cultural.
4. Reward Ownership
If someone makes a mistake but owns it, fixes it, and learns from it, recognize that publicly. People repeat what gets rewarded.
5. Be Patient but Firm
Some people grow. Some resist. Some never cross the line. Growth requires discomfort. Leaders who care don’t rescue people from that discomfort; they coach them through it.
Everyone Slips — The Difference Is Awareness
I have learned this the hard way: Everyone drops below the line sometimes. Stress, fatigue, and frustration do that. The difference between successful people and others is not perfection. It is awareness. They notice when they have slipped. They reset faster. And they focus on solutions instead of blame.
They stop asking:
“Whose fault is this?”
And start asking:
“What’s the next right move?”
The home service business is hard. It demands more than skill. It demands a mindset. The biggest separator I have seen is not trucks, tools, or tactics. It is about whether people choose to live above or below the line. Ownership creates clarity. Clarity creates confidence. Confidence creates growth. And growth always starts with a choice. Are you ready to thrive?
Give me a call at 706-309-1978.