The Accountability Blog

Tag: Accountable Leader

Leaders: How Accountable Are You?

Accountability and responsibility are two very different things. Accountability is keeping your commitments to people. Responsibility is taking on a certain task. The difference is subtle and instructive, and it connects to the vitally important concept of commitment. There are tactical commitments, for which people take on responsibility, and which build productivity (that is what leaders want). And there are also relational commitments, which support relationships and build accountability (that is what leaders need).

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Accountability: It’s Personal

One powerful lesson that accountable leaders can take from the last few extraordinary months is that personal commitments matter. That may seem like an obvious point. It is not. It requires constant reinforcement, especially within leadership circles. You would be surprised how many leaders I run into who imagine that their commitments do not need to be personal. They say things like “I am committed to quality” or “I am committed to making this company

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Accountability and the Coronavirus Crisis

Usually, these articles are about accountable leadership in business settings. This week, though, I came across a news story that reminded me how vital accountability is outside of the office. The whole nation, in fact the whole world, is in the grips of a major public health crisis: the rapid spread of the COVID2019 virus, popularly known as the coronavirus. This is no laughing matter. It is something we are all facing, and something we

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The Power of the Right Mission Creates the Leader

Accountable leaders know how to harness the immense power of a Mission that inspires, engages, and motivates people. The kind of Mission I am talking about is always rooted in some deeply personal motivation, in some larger Purpose that drives everything in the leader’s life. Yet this individual Purpose is a private matter. It is not necessarily what people buy into and sign on for when they support the Mission. Enunciating the right mission and

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Corporate Culture: Deeper than Dollars and Cents

This past Labor Day, Delta Airlines made headlines in the business world by sending out a memo informing employees that they would be receiving an unexpected four-percent raise. A couple of years back, American Airlines gave its employees a comparable across-the-board raise. Do such management decisions, on their own, serve as evidence of an accountable corporate culture? I say no. Here is why: It is not just about the money. An accountable corporate culture is

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I Am A Manager Who Holds People Accountable

“I AM A MANAGER WHO HOLDS PEOPLE ACCOUNTABLE” Are you? Do you really want to be? There are two major problems with the sentence that forms the title of this article. Can you spot them both? Look at it in two halves. Here’s the first half: “I am a manager …” Are you really a manager? Are you sure? We manage resources. We manage things: computers, real estate, product inventory. Contrary to popular belief, we

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Transparency: The Secret Weapon of Accountability in The Workplace

Many organizations focus so much on how their employees are going to treat the customer that they make a classic mistake: They fail to address the equally important issue of how the organization’s people treat each other. Leaders in these companies often overlook one of the secret weapons of accountability in the workplace … namely, transparency.

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Truth Isn’t Truth? Really?

Without truth, you cannot have accountability.

Deception is grey. The truth is black and white. Deception and accountability can NEVER coexist.

People lie to try and protect themselves. People deceive in order to manipulate and try to personally gain something. Deception takes lying to a deeper level, often by omitting facts.

It is our responsibility to check the facts and to stand up to untruth and deception. Following deception blindly, when we know better, is negligence on our part.

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Leadership – Doing What is Right

I believe most leaders know what’s right. They know they have an inner voice that consistently points them in the right direction. They just don’t always listen to that voice.

Why do we tune out that inner voice? Why do other considerations sway us? Quite frankly, when things aren’t right, I find it’s because we’re focused on money first, and people second — or not at all.

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