By Doug Strickel
I was recently contacted by a client that wanted me to spend a day with their management team just discussing accountability. They are seeking to make advancements in their business and now recognize that accountability within their organization as an opportunity to improve.
When you hear the term accountability, what do you think? We hear it in all aspects of life. In the workplace, we hear, “We must hold everyone accountable for the results”. As we follow our favorite sports team, we hear discussions about holding the players accountable for their play on the field. Parents talk about accountability with children for their actions. We expect those breaking the law to be held accountable for their crimes.
Accountability even impacts relationships as we hold people accountable for their words and actions. Teachers hold students accountable for attendance, assignments, and classroom behavior. The IRS will soon hold each of us accountable for paying our taxes on time.
Accountability is all around us, but what is it really? If you look up the definition, accountability is defined as taking responsibility for one’s actions and facing the resulting consequences of those actions. We all get the definition; the underlying issue is what do we do about it.
There are two key thoughts here that work in tandem.
First, for accountability to be effectively implemented, there must be a clear understanding of the standards to be pursued, adhered to, or maintained. Notice, I said standards not expectations. Expectations are nothing more than wishes, wants, or dreams of someone that often are placed on others without agreement or understanding. Standards are the norms that we operate within that we all can agree on within our framework.
Once these standards are understood, we can take an approach of rigid conformance of negative consequences any time someone steps outside of those agreed upon standards. I have seen organizations, families, and teams operate with this sole approach. It requires consistent, rigid policing by those in authority to call people “out” for their lack of conformance to the standard.
Let me share a second thought that builds on that foundation but changes the entire culture of accountability. It’s one that calls people “up” not “out”. You see, the problem with just a rigid approach of policing compliance is that once you solely commit to that approach, you can never stop. It’s like pulling weeds in a flower bed, you will be doing it forever.
However, if you can inspire one (or a group) to pursue something better, then you can start to change the culture. I was reading recently in the New Testament where Jesus routinely met with tax collectors and other individuals with very questionable character. While Jesus never condoned their actions or lifestyle, he focused on calling them up to something better. While others in their society judged them and called them “out”, Jesus called them “up” to a better life.
The key to accountability is not to settle for a more rigid “police state” of calling people out more often, but rather to build a culture of accountability where we call each other “up” to a better place. Sure, there is still the need for responsibility and consequences, but the focus is not solely punishment but rather an inspiring change that leads to a different future!
As I take that client engagement, they are going to expect a motivational talk on being a strong leader and consistently “writing people up” to hold them accountable. They may be surprised when they hear me talk about building a culture of accountability where we call people “up” not “out”!
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