LEADERS DON’T FORCE ACCOUNTABILITY – THEY TEACH IT AND MAKE IT PART OF THE CULTURE
The word “accountability” has been thrown around so much by leaders that it has become an overused leadership term. Most leaders think of accountability as a way of making sure their people take responsibility for their decisions, their actions and the related results.
However, accountability is so much more than that. Too few leaders make time to delve into the real essence of accountability and to take intentional, specific actions to build it into their team cultures.
Recently I heard a definition of accountability that was new for me: “Accountability is an internal sense of obligation to achieve an outcome.” That was the first time I had heard a definition of accountability that included the word “internal.” It was articulated by Liane Davey, a master leadership coach.
Davey posited that so often managers force accountability, even though true accountability sits within their employees. Managers who force accountability create fear in their teammates. Moreover, creating this kind of accountability may lead managers to end up finishing a project for team members or making a decision for them just to mark something as “done.”
When we suggest answers or solutions for our teammates, we are indeed rescuing” them and telling them “it is OK for you to say ‘I don’t know’ or ‘I can’t do it’ because I will give you the answer.”
Davey made an interesting statement: “If you think you have an employee accountability problem, you probably have a manager effectiveness problem.” Think about that statement. Reflect on it. Your managers have many job responsibilities, AND they help build your culture. Accountability is part of that culture.
So as leaders, we need to create conditions that breed accountability. Initially, we must ask managers to align with their direct reports on expectations. To do so, we focus not on activities themselves, but on outcomes. Focusing on outcomes promotes accountability and effectiveness. Explaining why specific outcomes matter helps get everyone on the same page.
As leaders, we can manage not only our team members’ expectations, but we can also help them manage their energy and attention. We can always ask them to answer a key question for themselves: “What are three priorities for me to achieve my desired outcomes – this week, this month or this year?” When our people are clear on their highest priorities, they are in a much better position to hold themselves accountable.
Leaders who teach accountability make it safe for their teammates to struggle. These leaders ask the question: “What would it take to be uncomfortable without fear?” They create an environment where employees realize that it is safe to feel uncomfortable.
They can achieve that by providing ongoing development support and by learning how to give team members feedback without judgment. When leaders make judgment part of their feedback techniques, their team members start to shy away from feedback and refrain from taking on internal accountability.
Too frequently leaders go in the other direction. They ignore the big picture and focus on the small picture. They nag their direct reports, they ignore non-responsiveness, they rescue their team members because they are impatient or they retaliate because they allow their frustration to control them.
The best leaders create accountability by teaching team members the importance of natural consequences, consequences which flow from behaviors and choices, from clearly agreed upon and articulated expectations.
As leaders, we are positioned to:
– create very clear expectations for all our direct reports,
-help manage their attention and energy levels,
-make it safe to struggle,
-provide meaningful developmental support, and
-make everything count by emphasizing consequences.
Accountability is an important concept. Please make sure you understand its power. Strive to make it an important aspect of your office culture.
Remember that the best kind of accountability is an internal belief and conviction that you as a leader can role model and teach to your teammates.
If you believe this content would resonate with a friend or colleague, please feel free to forward it along!
-Larry