Are You Walking the Walk of Accountability?

“Our deeds follow us, and what we have been makes us what we are.”  – John Dykes

Although accountability has various definitions, it is typically used to describe personal responsibility for getting something done. Accountability is an essential element of focused accomplishment and, therefore, of the business world.  Successful organizations build systems that encourage accountability in alignment with their strategic plan. Strategic planning provides guidelines to define accountability – “who” will get “what” done by “when” – and accountability drives results in the direction of the plan.

A sound plan without a process for accountability is like a brand new sports car without any fuel.  It may look great, but it’s not going to get you anywhere.

The subject of accountability evokes different responses from different people. We routinely experience both positive and negative reactions, because accountability is closely related to responsibility, ethics, and (quite often) both blame and guilt. Resistance to being held accountable is common – not necessarily because we don’t want to do a good job, but because it pushes the limits of our personal comfort zone.

What does this mean for your company? Do you struggle with holding yourself and others accountable? Although this can certainly be a challenge, you can learn how to create more accountability more often – and have better results to show for it.

To get your staff to be more accountable, begin with open, straight-forward communication.  Communicate your vision (you do have a vision for your business, right?), communicate the elements of your strategic plan (you do have a strategic plan, right?), and help you team understand how they fit and why matters.  We often assume our way out of communicating (and, for that matter, planning) because we think that things should be obvious to others.  It may be obvious to you, but you just can’t make that assumption about others.  In addition, last time I checked, it’s impossible to communicate something you haven’t yet figured out yourself, so if you don’t have a vision and a clearly focused plan, that might be a more appropriate place to start.

It sounds trite, but perennially rings true: you must lead by example. As a manager, it is virtually impossible to hold others accountable for their actions if you don’t hold yourself accountable for your own. Walk the walk, and let everyone see you do it.

Dwight Eisenhower once said: “Leadership is the art of getting someone else to do something you want done because he wants to do it.” In other words, the pattern of your own behaviors and the environment you create influences the behaviors of others.  Leadership lies in helping them become invested, generally by asking them to be accountable for some action or set of actions. When someone makes a commitment to doing something concrete they’re much more likely to do it and ultimately take pride in their accomplishment.

How do you hold yourself accountable? This is a common concern for my clients who own small and mid-sized businesses. You may have high expectations for yourself and for those around you, but how well do you really live up to your own standards? How often do you let yourself off the hook? Who is there to push you when your resolve is flagging?

One solution for this common business owner dilemma is to form an accountability partnership. Enlist the help of a close friend or business colleague, or you may even want to hire a personal coach or consultant who will help you stay focused and engaged. The most important thing is to identify someone who you can count on to support your goals, and who will take you to task when you need it.

Accountability sews the seeds of accomplishment. Accountability to your staff, accountability to your work, accountability to yourself – it all matters.  Your business and your reputation depend on it.