Just saying “I’m holding you accountable for delivering this” does not mean that accountability has been achieved, even if the response is “OK”.
I recently sat in on the monthly meetings of an executive team over three months and heard the leader repeatedly say “I’m holding you accountable for our agreements today”.
The problem was they were about the very same outcomes that hadn’t been delivered in the previous meetings.
There were no consequences, just a repeat of the saying.
The executive team learned that it didn’t matter.
The leader was compromised.
I was coaching his leader, who counselled the compromised leader and gave him a clear pathway for achieving effective accountability and time to remedy the situation.
There was no change and the consequence was the compromised leader’s removal.
To effectively hold anyone accountable requires the following four conditions:
- Agreement about what and by when an outcome is to be achieved.
- That the outcome is realistic and properly resourced.
- That clear consequences are agreed at the same time that accountability is agreed.
- That the clear consequences in order are:
- Acknowledgement and recognition of a well executed outcome.
- Timely notification of delay and resetting of the timeline for completion.
- A further opportunity for rectification, with appropriate support.
- Imposition of an agreed penalty for further failure.
Too often only the first two conditions are created.
Application of consequences, whether positive or corrective, rarely occurs.
Soon we have ineffectual leadership.
Soon we have a culture of lowered performance and productivity.
It’s all downhill from there.
On examination the causes are always one or more of:
- Fear – of damaging relationships or some other imagined result.
- Habit – everyone is on automatic, paying lip service to the function.
- Ignorance – not knowing how to create effective accountability, usually about how to conduct the conversation and reach clear agreement.
Where are you in that continuum?
What’s your experience?
