The word accountability, often like feedback, conjures up an array of thoughts and emotions. In an age when we expect others to achieve more, do more, show these values and those behaviours and be authentic. It appears that holding people accountable is a missing ingredient in many workplaces. Indeed, it is commonly cited as an issue, during the leadership programmes I run.
Accountability in personal lives is an acceptable and required necessity for functioning relationships, friendships and social norms.
According to Meriam Webster accountability simply is ‘an obligation or willingness to accept responsibility or to account for one’s actions’.
The value of accountability in organisations
Where to start… being accountable to others breeds trust, respect and honesty. It enables timelines, KPIs and values to be met. Enables leader to role model good professional practice. Relationships are strengthened where accountability in teams is present. Where this happens motivation and morale increases. Many of us have experienced the thoughts and feelings of being in a team when it is clear someone isn’t pulling their weight in work, but the line manager doesn’t deal with it.  Communication and the embracing of mistakes increases when accountability is present. Strong accountability in organisations transforms cultures.
Causes of poor or lack of accountability (especially in leaders)
Whilst most lack of accountability is down to structural or systemic issues rather than being personal, it manifests itself at the personal level. Having an amiable or earth green or Team worker role personality preference can lead being more likely to not hold people accountable. Due to wanting harmonious relationships, and people pleasing, having a fear of perceived conflict that might arise. People sometimes don’t want to upset people by giving needed feedback (Kim Scott’s ‘Ruinous Empathy’ in Radical Candour). Holding someone accountable can feel like punishing them, rather than interpreting it as learning moment.
Many senior leaders do not hold their reports accountable so this is then repeated by their line managers below them. Some new managers and leaders don’t realise that they can as part of their role hold people accountable. That they have the ‘right’ to hold others accountable. That they can set and have clear expectations of those who report to them.
Increasingly, as we live in a more egalitarian society, this is often reflected in the way people are treated and managed in the work place. If we see those we manage as equals, we are less likely to hold them accountable. We can still respect teams and individuals, even when we need to set accountabilities and hold people accountable.
Similarly, where a society promotes individual beliefs as absolute truths, people are less likely to push accountability, or institute it for fear of backlash or complaints.
Finally, I might argue on the basis of experience, that many managers do want to hold others to account around performance and deliverables. They do want to make tough decisions towards people but they don’t feel that HR would support them. There is a common perception that HR is there to protect the organisation. Therefore, any decision that might bring risk to the organisation, might lead to a backing down of support for the line manager. Contentious I know, but carries truth in it
Making accountability part of your leadership and team norms
Enforcing accountability in teams doesn’t have to be an arduous or risky endeavour. But it does have to be undertaken judiciously and consistently. Simple steps to this include:
- Gather evidence as to the impact of poor individual, peer or leadership accountability, to use to reinforce your position. It needs to be called out, with examples.
- Share observations and evidence in team meetings and seek the input and experiences of the team. Discuss what the team norms should be around accountability.
- Have clarity in your own mind as to what good accountability would look like in your team to be able to present a compelling picture or storyÂ
- Consider expectation conversations. Short conversations around expectations and needs of your people and what needs they have of you. Here you begin to establish individual accountabilities.
- Coach people to become more aware of the consequences of their own poor accountability when it comes to work or the team.
- Recognise and demonstrate what your accountabilities are to the team and verbalise these. And, share how important it is that they do hold you accountable as well.
- Establish regular feedback loops within the team and team meetings to share progress. Call people out when you see good examples, and pull people up where it can be improved.
- Remind and demonstrate that failures are lessons in learning and growth to encourage people to ‘step up’ and own work and issues. Encourage sharing of mistake in team meetings, include yourself in this sharing as well to set a precedent.
Nick Howell is a facilitator of leadership development and performance. Working with teams and individuals to bring personal and professional change. Coach and Author of ‘Great Coaching Questions’, Nick has worked with thousands of employees and hundreds of teams. Contact him today to discuss your leadership and team development needs and ideas – 07867 785314 or nick@abintus.co.uk