There may not be a word I hear more discussion about in teams and organizations than…Accountability.
Every team or company says they desire greater accountability.
I hear things like…
“If only people were more accountable.”
“We talk a good game but we don’t follow through.”
“If only we had a culture of accountability.”
You are not alone if you are reading any of those statements and thinking very similar thoughts about your team or organization.
We all want to live and work in environments where our actions are in alignment with what we say we will do.
However, when I hear people within organizations talk about the word Accountability it is as if Sergeant Accountability appears. The word is spoken in such a way that conjures up this image of a drill sergeant who walks around catching people who are screwing up and putting the fear of God in them so they don’t do it again.
This is how we speak, but it is not what we actually want. We don’t want a drill sergeant or the police. You may want that to help the others around you who are challenged with this concept, but you would never want this for yourself. In fact, we need to rescue the word accountability from being a bad thing and reposition it as it truly is — a positive action that reveals our commitment to someone or something.
Accountability is about showing up in spirit and action for the things we say we will contribute to. The truth is…we are generally way more accountable than we give ourselves credit for. We are accountable all day long to the people, projects, and tasks we take on.
But, the one we miss is the one where Sergeant Accountability drops in to scream about. All this does is create a culture of fear, of disengagement, and of protecting ourselves rather than taking ownership.
So, accountability can be a positive term. We can choose to be accountable in the most positive sense to the people, projects, and tasks we commit to. When we can put the Sergeant Accountability mentality away then we can lead ourselves into a culture of greater ownership and participation. As ownership rises and fear diminishes, all win.
Someone who takes responsibility for leading with accountability:
- Practices Direct Communication — they take the time to establish clear expectations and roles with the people they are working with. They make sure each person knows who is responsible for what. It isn’t soft and passive, it is clear, direct and supportive.
- Knows It’s A 2-Way Street — accountability is not only about what the other person is going to do for you, but is also about how you are accountable to the other person along the way. What support will you provide for each other?
- Sets Timelines — they set a clear roadmap for when you will get back together to revisit the progress and identify next steps. Courageous conversations about missing deadlines are not avoided, but they are approached with dignity and honesty.
Cultivating a culture of accountability begins with each leader who establishes a new way that their team will define, talk about, and lead positive accountability.
Good luck on the next leg of your journey. Leave your drill sergeant hat at the door.
Travel Gracefully,
Jason
Jason Barger is the globally celebrated author of Step Back from the Baggage Claim and ReMember, as well as a coveted keynote speaker and leadership consultant. More importantly, he’s striving to be an above average father, husband, and friend.
Follow on Twitter @JasonVBarger and learn more at JasonVBarger.com
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