The Courageous Leadership Newsletter: Courageous Accountability: 5 Strategies
May/June 2010
When the subject of accountability comes up, it's often due to the media shining a spotlight on a company or public official who has acted irresponsibly and passed the blame on to someone else.
We've seen this during the recent financial crisis when companies like Goldman Sachs abused the public trust while taking home millions of dollars in bonuses. We saw it when baseball legend Mark McGwire testified before Congress that he never took steroids, only to admit a few years later--just as he was to come back into baseball as batting coach for the St. Louis Cardinals--that he had taken them. And in recent days, we've seen it with BP Oil and even the Federal Minerals Management Service as they deal with the devastating oil spill off the Gulf of Mexico.
The thing that's important to keep in mind, however, is this: accountability is not a dirty word. In fact, it is an empowering function of all great companies. In these companies, people are expected to hold the mirror up to themselves and their teams and to do the right thing in the right way. They use accountability tools of data, performance metrics, and benchmarks as part of their culture of excellence. But, despite these tools, you need to remember this: no one person can make another person really accountable. Each employee makes a choice to be responsible for his or her actions.
Of course, as individuals, the ultimate pact or promise we should each make is this: "Do what I say I will do, and do it within the time I say I will do it." But what happens when you can't--or don't--keep this promise? That's where courageous accountability comes in.
Here are five strategies for courageous accountability:
- Understand it's not the end of the world when you make a mistake. What if you mess up and make a mistake? Have the courage to admit it. Some mistakes are okay because there is no progress without failures as long as you admit them. Have the courage to step back and examine the path you took that landed you here. Decide what needs to change. Decide that you will change. Whatever you do, don't shift the blame. Don't try to look good. Don't say, "Mistakes were made," without putting yourself as the subject of that sentence. Don't convince yourself that it isn't really an error or a mistake (too many politicians take this path). Remember, your promises and actions ultimately tie into the final results. You are accountable for the results, not simply the activity. Keep your commitments.
- Be an owner, not a renter. Be an owner of the results, even when they're not what you--and others--had hoped they would be. Remember, it's not an effort contest. If you put in a lot of effort, but you or your company still can't deliver what you promised, be accountable for those results. Own the results.
- Be realistic. Creating a culture of excellence based on accountability and discipline is not about perfection. That's not realistic. Some mistakes are ok (remember, you can't have progress without them). Never punish someone for an honest mistake.
- Never make excuses. Don't try to talk your way out of a commitment you've broken. Allow yourself to be vulnerable. Own up to it and learn from it--whether as an individual leader or as a leader of others.
- Don't walk away. If you walk away from accountability, others will eventually walk away from you.
Remember, always deliver on what you say you will. Make "keeping your commitments" part of your brand as a leader. If you'd like to make this the cornerstone of your leadership development for the second half of 2010, I'd welcome the opportunity to discuss how I can help you achieve this goal. Emailor call me today.
All the best,Brenda Hughes
BGH Executive Coaching / Consulting