You must first look at personal accountability when building an accountable workplace. That means leaders should be challenged to look in the mirror! Unless leaders demonstrate accountability, they cannot expect others around them to be accountable.
There are two different positions or viewpoints of accountability: 1) Liable to be held to account- answerable or; 2) Willingness to claim 100 percent ownership for the results provided as a consequence of your involvement, both individually and collectively.
While there are definitely situations that require the first, we can attract the best talent and lead our competition within the marketplace if our leaders use the second. The first position tends to lead with fear. Position two, if done correctly, creates an environment and culture that fosters innovation. Mistakes are made, but people learn and grown from them instead of covering them up.
The authors of The OZ Principle share that accountability is an attitude of continually asking, “What else can I do to rise above my circumstances and achieve the results I desire?” It is the process of “seeing it, owning it, and doing it.” It requires a level of ownership that includes making, keeping and proactively responding to personal commitments. It is a perspective that embraces both current and future efforts rather than reactive and historical explanations.
Leaders need to be constantly aware of how their attitude on any given day can affect their accountability as well as their team’s accountability.
If you think your personal accountability is faltering, ask yourself these questions:
- Why does my job exist?
- How do I make money for the company?
- How do I save money for the company?
- How do I waste money for the company?
Being an accountable leader means stopping the blame game and reworking your thought process. Instead of “Who did this?” try, “How can I help you to ensure this does not happen again?” Instead of “When will we be able to hire some decent people?” try, “How can we as a team improve this result?”
As we consider organization accountability, it’s very important to realize that team members will be at different levels of maturity, experience and leadership, which affects overall organizational accountability. This especially holds true for rapidly growing organizations, mergers/acquisitions and downsizing. Note that these scenarios all have something in common: CHANGE! Organizational accountability will always be at risk during periods of change. Effective leaders are always conscious of their own personal accountability during such periods.
Organizational accountability includes the following pieces:
- Skilled workers
- Process improvement
- Linking performance to criteria that create business success
- Correcting unhelpful behavior
Critical to Success
Beyond key leaders being aware of their own attitudes, three key factors are absolutely critical to organizational accountability:
- Clear direction: Without a clear path defined by leaders, individuals and teams will be unlikely to foster an accountable workplace.
- Non-negotiable priorities: Successful leaders and their key staff should always be on the same page in regard to priorities.
- Execution is the key to high performance: Successful organizations always demonstrate execution or “getting stuff done.” This is seen as progressive and attracts top talent.
Eric Spell is president of AgCareers.com, a leading supplier of human resource services. For further information on this article or to learn more about human resource management, email AgCareers.com at firstname.lastname@example.org.