Accountability is a 2-Way Street.
One of the things that most owners, operators and leaders seek in their managers is accountability. The common lament I hear so often from my clients is “I just want my team to be more accountable” or the question “why can’t they be more responsible?” I get it: this is a frustrating position to be in. Accountability is one of the building blocks of leadership and it is the very essence of ownership. Without accountability your operation becomes the wild, wild West. And outlaws and bandits who are unable to uphold the standard have no place in a reputable organization.
But what’s important to understand is that accountability is not something you just go out and get. It’s something that must be taught; It’s a habit to be built. My clients often miss that they have a part to play in the accountability of their managers and this part is called “holding people accountable.” This is the foundation for inspiring your team to demonstrate ownership and become reliable leaders of the team.
Accountability is a universal problem. In The Partners in Leadership Workplace Accountability Study, the study - comprised of 40,000 participants - revealed some interesting insights about accountability at work. 72% of respondents stated that they hold people accountable but without success. 50% reported that they dislike accountability because they don’t know how to demonstrate it. And an astonishing 80% of people revealed that they are unclear on what the company is trying to achieve, which makes it hard for them to be accountable. The question they ask is accountable for what?
These results demonstrate that accountability takes two. Both parties - the leader and team member - must follow through on their promises. In order to hold people accountable, you must start with proper delegation. Delegation is comprised of 5 essential steps (as I detail in my model “The 5-Point Method”) that help to create ownership in your team members and is one of the building blocks of holding people accountable.
What I see is that managers leave out a few essential steps of creating accountability. They seldom set a timeline or make an agreement which makes following through (the accountability they are seeking) very difficult. When you delegate without the timeline or agreement, you will likely be disappointed in the results. For instance, if you asked your porter to mop the floor they may wait until the end of the shift. But if you ask them to mop the floor because you want the floor clean before the dinner service and then ask when they think this would be possible, you’re creating ownership. And, lastly, when you acknowledge the job is done, you’re completing the loop. This last piece is essential because it demonstrates the the effort was worth it. By inviting people to make their own decisions, then setting a timeline that works for you both and acknowledging the job is done, you’re collaborating on a goal and creating accountability for the actions and words of your team member.
When repeating this technique (setting the goal, involving your team member, establishing a timeline, making an agreement and following up) again and again, as the leader you’re helping your team build the habit of accountability, which will feel good. It feels good because you’re making yourself and your expectations more transparent. You’re building trust by achieving goals together. And you’re building ownership by letting your team members join in decision-making for the greater good. Holding people accountable does just that: creates accountability on your team and produces results for the company.
