Most leadership teams I work with have some version of an accountability discussion at their annual meeting.
In these meeting we identify the things that aren’t working, what’s dusty and needs attention, where do we need to innovate and make adjustments to core strategies.
And every year, the word accountability shows up. Often “How do I hold people accountable?”
Accountability is a vague and confusing word. It’s the black hole of performance management.
It can simultaneously feel empowering and punitive. It’s complex.
So what really is accountability?
Accountability is an innate sense of responsibility for an outcome. It is a belief that our actions (and inaction) have influence over our entire world experience. Accountability is integrity in action.
Accountability is NOT a guarantee of accuracy or completion.
You do not have to succeed to accept accountability. You need only understand that you contribute to BOTH success or failure with everything you do.
Leaders often struggle with accountability because humans like absolutes and direct lines.
However, accountability requires that we take ownership over things that are not actually within our control. There’s a lot of grey area.
Accountability is owning influence, often without ownership.
Hmmm. Sounds like a trap.
It’s not. There are very few things we can explicitly control. We cannot control our teams, our kids, our parents, pets, the weather, the stock market, traffic, or the cost of gas.
So instead of control, accountability requires us to hone our influence.
Influence is the core of successful leadership. We know that top down leadership does not work in modern organizations. Great leaders influence and guide their organizations rather than dictate.
I think we all know that leadership through influence is so much harder than control. We must be in the highest level of integrity, walk the walk, be vulnerable, fail, try again, be patient and care deeply.
So if that’s how we lead through influence, it’s also how we take accountability and hold others accountable: through influence.
Again for the folks in the back: to be highly accountable we must be in the highest level of integrity, walk the walk, be vulnerable, fail, try again, be patient and care deeply.
It’s no wonder some people shy away from accountability. It’s so much more than “I’ll do it” or It’s my fault. That’s superficial accountability. It’s all words, no substance.
How do leaders instill a sense of accountability in their culture?
A great friend of mine always says: “As the manager goes, so goes the site.”
This is her version of leading by example. Before any other accountability tools can be deployed, the highest level of leadership must exhibit accountability with a high degree of transparency.
Transparency looks like showing your work along the way. Explain what you are doing and how it relates to accountability. Share when you are not being accountable. Are you accountable to yourself as well as the company?? This is a big blind spot for CEO’s.
Accountability must be lived out loud.
When you live and lead in alignment with your intentions, accountability will follow. There is no silver bullet.
May you live and leadWell,
~E
How to Work with BauerHouse:
1:1 Coaching for Experienced Leaders
LeadWell: An 8 Week Development Program for New Leaders
Annual/Quarterly Meeting Facilitation
