Accountability means keeping your commitments to people. Pretty simple, right? Well, it should be, especially for leaders. Leaders who are accountable make a point of fulfilling their own commitments to people first. They make their own commitments the starting point, the priority, in any relationship. Why? Because they know that supporting their relationships with team members is the only effective means of inspiring accountability up and down the organization.
The Accountability Blog
Month: June 2021
There are a lot of leaders and aspiring leaders who hear me talk about accountable leadership, and who really want to make accountability a reality in their lives and in their workplace, but find that they can’t. Typically, this is either because there is someone above them in the hierarchy who simply isn’t receptive to the idea of true accountability coming from the top … or because the person at the top doesn’t even realize
“How accountable am I?” This is a question accountable leaders never stop asking themselves. Accountability never stops. Accountability is proactive. Accountability takes a conscious effort and continuous action over time. Accountability is keeping your commitments to people. The minute you stop asking yourself how well you are keeping those commitments, the minute you stop taking action to strengthen those relationships, Accountability fades. Often, I will hear leaders say something like this: “Sure, I’m accountable. I
As accountable leaders, we need to look closely at the difference between being accountable to and being accountable for. That difference has an impact on our ability to effectively lead our teams. When you are accountable to someone, what does that mean exactly? When I ask leaders this question, I follow up by asking them to give me examples of some of the people they are accountable to. I hear things like: My boss. My
One of the most common questions I hear from leaders is: How do we build an accountable workplace culture? The answer is simple… but it is not easy. In fact, the answer to this question gives us a textbook example of why simple principles often take immense amounts of time, energy, and effort to implement. The simple answer is as follows. To build an accountable workplace culture, you first design it. How do you design