Accountability – all leaders want it, so why do so few ever achieve it?

by Carl Moellering, Executive Coach

One of the most pressing desires of leaders is that they want their people to be accountable for their own individual and, collective, team actions.  At the same time, one of the most common laments among leaders is that they enjoy very little success in holding their people accountable on a consistent basis.

So, instead of accountability, they get unwilling employees standing around the proverbial “circle” pointing accusing fingers at one another.  “It’s not my job to take care of that…certainly not mine…I don’t even know how to…you’re supposed to do that…don’t blame me…”, are the familiar comments.  I know you have been there and experienced the accompanying frustrations.

Accountability is something most managers talk about, but few ever achieve.

So, why is this true?  If accountability is so sought after, surely there are ways to bring those reporting to me to be accountable.   Well, the issue of accountability is multi-faceted.

In this discussion, let’s consider one of the factors.  Most of what we term “holding them accountable” has an incorrect application.  All too often, accountability is used when things are not going as well as we would like.
Production slips, or people are acting inappropriately, or costs are rising, and budgets are not being met.  Something has to be done.

Suddenly, it’s time to hold someone accountable.  Accountability becomes the hammer to force improvement, to force change, to increase production, or to bring corrective actions.  If this happens, it is almost always punitive in nature.  “I will force them to do what I what”, is the common underlying thinking for the action.

We must stop accountability from being punitively oriented.

Punitive carries with it the sense of getting something by force.  It is that sense of forcing another to do what I want, and carries with it the thought that if you don’t do what I want, there will be a penalty to pay.

Let me ask you a question.  How well do you respond to someone forcing you into something?  I know the answer and so do you.   When I feel forced by another to do something, my first natural reaction is to dig in my heels and refuse.

To solve this small part of the accountability problem, start by establishing clearly defined accomplishments for each position. Almost everything can be measured by time and/or quantity.  Be specific in developing these measurements.

Then, invest in developing ongoing reviews with honest feedback.   Now, I am not talking about annual reviews, but, rather, ongoing, daily, monthly reviews of the progress measured against the defined accomplishments.  Now, you will be at the starting line for developing an accountable organization.

What about your leadership?  How much of holding your people accountable is punitively based?  Isn’t it time to change?  Let me know your thoughts, please.

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