We normally ask “who is responsible for this?” only when
things go wrong; when things go wrong most of us are quick to point fingers at
others or blame others or pass on the buck – rather than take responsibility
for action or inaction. Everyone is aware of their responsibilities and what
they are accountable for; it becomes even more obvious when people engage in
excuses, justifications, rationalizations and apologies. It is evident that
while some are accountable by nature, others have to be made accountable.
Therefore, it is important for leaders to focus on fostering a culture of
accountability in their organization.
Accountability is about an individual’s personal choice, an
attitude – of “See It, Own It, Solve It, and Do It" – that demonstrates
the commitment and ownership necessary for achieving desired results.
Accountability includes both action and inaction. Can you imagine what can be accomplished when
an organization fosters a culture of accountability? In every peak-performing
organization, every leader and every employee feels ownership for results they
produce and hold one another accountable for their commitment, that’s why great
organizations foster a culture of accountability.
Some leaders relate accountability to blame and punishment -
find the guilty party and sanction them. A culture of accountability reinforces
the attitude- "What else can I do to achieve the results I desire?"
and promotes a way of life that cherishes way of life – “What more can I do,
walk the extra mile to achieve desired results.” It promotes, acknowledges,
appreciates, and rewards high level of ownership and commitment that includes
making, keeping and fulfilling personal commitments. From the leadership point
of view, accountability is about empowering people, delegating responsibility,
planned follow-up, giving constructive feedback, and ensuring desirable
outcomes.
A leader must be very clear about one thing – if you demand
accountability then the same will also expected from you more than what is
demanded. It is hard to expect others to keep their promise while you don’t
keep your own. Accountability is not a one-way traffic rather an effective tool
that ensures upward spiral - transformational process. If you expect people to
be accountable in your organization, people also expect the leadership to be
accountable.
Clarify expectations clearly: Communicate expected outcomes
clearly, ensure everyone has the same picture of the end in mind, be specific
and clear regarding how everyone will know the end result is achieved, let
there be no ambiguity about it. Ensure there is no unrealistic expectation.
Encourage and foster Commitment & ownership to the goals agreed; it is not
possible to hold one accountable to which they have neither agreed nor have
sense of ownership.
Planned Follow-up: Set intermediate goals that subsequently
leads to the end, establish how the monitoring and evaluating the progress of
assignment or activities will be carried out. Set clear time frame and
reporting mechanism to track progress. It does happen that when there is a busy
schedule most people forget their commitments; sometimes it takes a proactive
leader to remind them and channelize them towards their commitment.
Give constructive Feedback: When it is necessary don’t
hesitate to let them know hard facts. When need arises, confront employees of
their inefficiencies – show the real picture, truth telling works. Offer your
help to get the project accomplished. Let him know you're there to help if he
needs it (even though he won't want
it) and give your inputs that can bring about the needed improvement. You can
mentor and coach him through the process without them even knowing it.
Focus on Result: Draw attention to the end that everyone is
working towards. Create a stimulating and motivating environment that enables
people to not only bring out the best in one’s self but also of one another.
Effective leaders operate on the premise that their people must focus on
achieving results. They lead people beyond the boundaries of their jobs and
inspire them to pursue results by creating an environment that motivates them
to ask, "What else can I do?" over and over again until the results
are achieved.
Precautions: Leadership is about building trust; at times some actions can create doubt than enhance the trust. Don’t call unannounced at random times, it may be seen as checking up & create mistrust. Make sure you always acknowledge good performance and useful contributions made.
