CREATE A CULTURE OF ACCOUNTABILITY
WHY IT MATTERS
Creating a culture of accountability in an organization means more than just holding people responsible for what they do or don’t do. It means creating a culture where work gets done without the boss always having to be standing over their employees’ shoulders making sure they are doing what they are supposed to do. Leaders that create a culture of accountability see work getting done without their constant presence and oversight. They instill in people a feeling of self-motivation that leads them to want to give their best. Leaders that fail to create a culture of accountability have to accept the reality that nothing will get done unless they personally ensure people are always anxiously engaged in the right things.
WHAT IT LOOKS LIKE
Leaders that create a culture of accountability create shared ownership for the work. Rather than taking all the pressure on themselves, they push accountability down the line. They believe that if the whole organization doesn’t feel the same level of accountability as they do the work will only creep forward, no matter how hard they push. They make it clear success rests upon the shoulders of each individual.
Leaders that create a strong culture of accountability make personal accountability an organizational value. They set the example by accepting accountability for things that go wrong, even if it means publicly admitting their own mistakes. They speak about personal accountability regularly. They make sure people understand they are the owners of their actions, not the victims, and that assigning culpability to anyone but them self is not acceptable.
Leaders that create a culture of accountability trust people with the autonomy to do their work. They let people feel accountable by letting them own their results. They give direction for what needs to be done, the parameters for doing it, and then get out of people’s way. Instead of micromanaging people’s work they give people the space and latitude they need to fulfill their responsibilities.
Leaders that create accountability meet with their people one-on-one to provide needed coaching and direction. Instead of taking ownership of the agenda of the meeting, they give ownership to the employee. They let people share their progress and identify where they need help.
Leaders that create a culture of accountability are slow to bail people out of trouble. They don’t give people a safety net to always fall back on. They expect people to get their own work right. Rather than rescue people right away they let people struggle until they figure it out. They know that the struggle will help people grow and increase in capability and personal responsibility. They don’t let people fail, but they don’t overprotect them either.
Leaders that create a culture of accountability put in place a formal performance management system for the organization. They ask people to set goals for their work, define how to measure their success, and report their progress and results. They let people feel the sting of falling short of expectations. If poor performance becomes a pattern, they take the steps required to make needed change.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
WORDS OF CAUTION
Creating a culture of accountability in an organization means more than just holding people responsible for what they do or don’t do. It means creating a culture where work gets done without the boss always having to be standing over their employees’ shoulders making sure they are doing what they are supposed to do. Leaders that create a culture of accountability see work getting done without their constant presence and oversight. They instill in people a feeling of self-motivation that leads them to want to give their best. Leaders that fail to create a culture of accountability have to accept the reality that nothing will get done unless they personally ensure people are always anxiously engaged in the right things.
WHAT IT LOOKS LIKE
Leaders that create a culture of accountability create shared ownership for the work. Rather than taking all the pressure on themselves, they push accountability down the line. They believe that if the whole organization doesn’t feel the same level of accountability as they do the work will only creep forward, no matter how hard they push. They make it clear success rests upon the shoulders of each individual.
Leaders that create a strong culture of accountability make personal accountability an organizational value. They set the example by accepting accountability for things that go wrong, even if it means publicly admitting their own mistakes. They speak about personal accountability regularly. They make sure people understand they are the owners of their actions, not the victims, and that assigning culpability to anyone but them self is not acceptable.
Leaders that create a culture of accountability trust people with the autonomy to do their work. They let people feel accountable by letting them own their results. They give direction for what needs to be done, the parameters for doing it, and then get out of people’s way. Instead of micromanaging people’s work they give people the space and latitude they need to fulfill their responsibilities.
Leaders that create accountability meet with their people one-on-one to provide needed coaching and direction. Instead of taking ownership of the agenda of the meeting, they give ownership to the employee. They let people share their progress and identify where they need help.
Leaders that create a culture of accountability are slow to bail people out of trouble. They don’t give people a safety net to always fall back on. They expect people to get their own work right. Rather than rescue people right away they let people struggle until they figure it out. They know that the struggle will help people grow and increase in capability and personal responsibility. They don’t let people fail, but they don’t overprotect them either.
Leaders that create a culture of accountability put in place a formal performance management system for the organization. They ask people to set goals for their work, define how to measure their success, and report their progress and results. They let people feel the sting of falling short of expectations. If poor performance becomes a pattern, they take the steps required to make needed change.
BELIEFS
- People need a leader who will push them to succeed, not a leader who will always bail them out.
- A leader can never spend too much time teaching the principles of personal accountability.
- A culture is simply the reflection of its leader. You create a culture of accountability by first showing personal accountability.
- The only way to create a culture of accountability is to give up some of your control and allow people to succeed or fail.
- People know when they have been given fake accountability and when they are trusted to get the job done.
- True power in personal accountability will come when people feel accountable to each other, and not just their leader.
- A culture of accountability requires formal management systems be put in place to assign, track, measure, and reward work.
- If you aren’t personally accountable for your actions don’t expect that anyone else will stand up and be accountable either.
BEST PRACTICES
- Don’t protect people from consequences.
- Give people credit when they have earned it.
- Teach people to take real ownership.
- Trust people to get the job done well.
- Be there to help, without micromanaging.
- Reward people who take initiative.
- Don’t insert yourself into someone else’s work.
- Let people know others depend on them.
- Ask people to overcome their own challenges.
- Ensure people have what they need to do their job.
- Give clear parameters to guide people’s work.
- Create a feeling of “we depend on each other.”
- Use a performance management system.
- Let people make decisions for their work.
- Make accountability a regular topic of teaching.
- Set the example by being personally accountable.
- Don’t micromanage other’s work.
- Avoid becoming a crutch to your people.
- Hire people who work with little supervision.
- Don’t bail your people out right away.
- Remove the poor performers.
- Give people the autonomy they need.
SELF-REFLECTION
- Do I push accountability down through the organization, or do I shield others from that concern?
- Do I place accountability on each individual, or do I let them feel someone else is responsible for their success?
- Do I make personal accountability a top value for the organization, or do I rarely speak of it?
- Do I make it known putting blame on others is not acceptable, or do I allow people to “point fingers” at others?
- Do I set the example and take responsibility for my own actions, or do I shy away from accepting blame?
- Do I give people the autonomy they need to feel accountable, or do I constantly hover over and direct them?
- Do I bail people out of trouble, or do I allow them to struggle and overcome their own problems?
- Do I manage the work through performance management systems, or do I not have management systems?
WORDS OF CAUTION
- Don’t be so focused on accountability it becomes overbearing and suffocating to people’s work instead of enhancing it.
- Don’t think that just because people are accountable for their own work you aren’t still accountable for overall success.
- Don’t over emphasize personal accountability to the point you handicap your ability to step in and change things if needed.
- I’m more of a coach than a boss.
- Letting someone struggle can sometimes be a good thing.
- Praise and criticism are both important in the workplace.
- I know when to just get out of someone’s way.
- I rely on my team to be successful.
- I make sure people feel accountable for their work.