Here is perhaps the ultimate accountability challenge: Suppose you were called on to turn around a company in crisis. How would you do it? There never seems to be any shortage of firms experiencing challenges that connect to a deficit of accountability. The most recent, glaring example is probably Boeing, whose CEO just departed following a series of major problems related to internal safety concerns that were withheld from regulators and others. The plane in
The Accountability Blog
Tag: Organizational Culture
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.
There are two potent realities that connect to the remote leadership challenge, and each of them is refusing to go away, despite the best efforts of some to stop believing in them. Each reality is worth understanding, because one of the core commitments of the accountable leader is a commitment to the truth, and this is a commitment that starts at home.
You may only dimly recall the name Collin Martin from a story that flashed by a while back…or you may have no idea at all who Collin Martin is or why he is important in any discussion of accountable leadership. That is about to change. A midfielder for the San Diego Loyal in the USL Championship soccer league, Martin did something remarkable in June of 2018: He came out publicly as gay. This made him
So: What makes the customer experience positive? A culture by design. And what makes that culture by design an accountable culture? Keeping commitments to people. One of the most critical of those commitments is the commitment to live the values. That has to start at the top.
Like just about everyone else I know, I have watched the news about the massive protests triggered by the death of George Floyd in Minnesota. As that incident and similar incidents have become topics of the national conversation, I have found myself confronting some major questions about accountability in the nation’s police departments. Recently, I had the opportunity to catch up with a good friend of mine, and a client, Sheriff Joel Richardson, to discuss
There has been a tragic failure of accountable leadership at Boeing. But the accountability failure I am talking about is not the failure of a single individual. I am willing to bet that what you have been reading about in the headlines is how, in the aftermath of the 737 Max crisis, Boeing CEO Dennis Muilenburg just lost his job. Unfortunately, his story is a story of unaccountable leadership.
Your organization is in crisis. A key person — or maybe a bunch of key people — just left, and now you’re struggling to deal with the consequences. Before you talk yourself into believing that you’re the victim here, let me suggest some tough questions. Please answer them honestly. Are you personally committed to telling your people the truth? How does your team know that for sure? What evidence do they have to the contrary?
Accountability and truth always go together. If you’ve been following the news at all this week, you’ve learned about two outrageous news stories that whipped up intense emotions across the entire American social spectrum. The first involved the editor of a small-town Alabama newspaper, and the second involved a high-profile actor on a popular TV show. The two incidents may at first seem to be unrelated, but I’m convinced that they carry the same important
A leader with a commitment to a value like “We stand by our passengers and employees when all hell breaks loose,” or with a commitment to securing the airline’s good reputation, would have jumped all over this event, right away. That leader would have made certain that the whole world knew that both the leader and the airline considered such abuse intolerable, would have rejected racism and discrimination in all its forms, and would have announced that a full internal review of the incident was underway.