AN HONEST CHAT ABOUT ACCOUNTABILITY
My first business coach used to call it “count-on-ability”. She was great.
The Oxford Dictionary defines “accountable” as: responsible: required to account for one’s actions.
If you’re immediately thinking of someone in your company who dodges responsibility, blames others, and seems unable to be accountable, you are not alone. We all know people like this. (think typical teenager: “I got a D because the teacher doesn’t like me. I was late because mom didn’t wake me up on time.” WHAT-EVER.)
We hear this (age-appropriate for teenagers) behavior in the workplace all the time, just in a different form: more practiced, polished, and professional. “Mistakes were made” rather than “We made some mistakes.”
Now, shift your thinking for a moment. Complete these three sentences:
1. The most accountable person I know is _______________________.
2. On a scale of 1-10, if I had a boss, he would give me a ___________.
3. When I make a mistake, and I don’t want to look bad or admit it, I do the following:_________________________________________________________________________________________.
The best way to create a culture of accountability is to example it at the top. Therein lies the rub. We humans want to look good. We don’t want people to see our imperfection and vulnerability. That feeds the “cover up”, preventing transparency and authenticity in our organization. People can’t live up to us if we are perfect.
Think teenagers again. It’s that old “How can they tell me not to use drugs when they are smoke, drink cocktails, and take Ambien to get to sleep?” Employees, like teenagers, do what’s modeled, not what you tell them to do, or what the policy manual states.
So, modeling accountability goes something like this: “I take responsibility for that.” “I’ll make it right.” and sometimes “My bad.” “I really screwed up.” “I learned a lesson there!” “What can I do to mitigate the damage?” “How can I make us whole?”
I once worked with a wonderful senior V.P. who had a rule for his employees: “Don’t come to me with a problem unless you bring at least 2 possible solutions with it!” His team was creative at problem solving and felt empowered to suggest positive ideas.
Personal accountability role models are in short supply these days, in education, government and our culture in general. Our politicians, sports figures, movie stars, and others lie about crimes they’ve committed and marital infidelity, indignantly and dramatically until they are caught. Then, and only then do they apologize, usually with a bunch of excuses to go with the apology, thinking they will appear less “bad”. Well, I say “Man UP!” (or, as the case may be “Woman UP!”)
We need to plant the accountability virus ourselves. If we go first, others will follow, and soon enough we will have more solutions, fewer problems, and less blaming and scapegoating.
The enemy we are fighting is FEAR of the consequences versus the COURAGE to accept them. That only comes with practice.
Here is the question leaders need to ask themselves in today’s world:
How can I empower my team to go to great lengths to keep their promises and be willing to accept consequences of unkept commitments?
Three ideas to help you create a culture of great accountability:
1. CLARITY. When your team understands exactly what the rules of the game are, and what’s expected of them, it’s much easier than when they have to assume, guess, or make things up. What’s still unclear to your employees? Ask them – they’ll tell you!
2. CONSISTENCY. We all do best in a structure that is consistent in reward, consistent in consequences, consistent in communication, where the rules don’t change based on the boss’ mood. Reward honesty and integrity and don’t reward excuses or slipperiness. The more you compromise your consistency, the deeper you dig your grave.
3. CONSEQUENCE. Behavior that is rewarded is repeated. This is as simple as rewarding excellence and having some negative consequence for not being accountable. Make sure your team knows that people who are willing to belly-up to the ‘consequence bar’ are your future leaders. These are your people who will not buckle under pressure, are courageous, and honest. These are your folks with integrity.
The best book I’ve read on accountability is “QBQ”, standing for the Question Behind the Question, by John E. Miller. It is a small book. I encourage your whole team to read it, but only after you’ve read it first. BE the example.
Copyright @Julia Marrocco 2011
Tags: accountability, CEO, CEO coach, Engagement, Executive Coach, Executive Performance Coach, Increasing Profit, integrity, Leadership, senior executive, Senior Leadership, Senior Management
