Role-modeling accountability is not difficult, but it does take practice. Here are three ‘lights’ of accountability to practice:
Transparency. One way to role-model accountability is transparency. Influential leaders admit their own mistakes and vulnerabilities in the face of responsibility. For example, the leader can share a story in which he “dropped the ball” on an important project. He can explain the steps he took to recover from this event. The story can then be turned into a teaching moment that may inspire others to change their approach to avoid the negative outcome experienced by the storyteller. The point of this exercise is to show that a lack of accountability has the power to weaken even a strong performer and thus needs to be managed with vigilance.
Ask. Another way leaders can role-model accountability is to always, in any challenging situation or conflict, ask “how did I contribute to this problem?” This simple question must be followed by an actual evaluation of the leader’s role, because just posing the question is as good as screaming, “I didn’t do it!” This show of genuine concern indicates to others that the leader sees herself as accountable not only for the problem but also for the solution.
Move Forward. While accountability is effective in establishing behaviour based expectations for performance, the key is to remain focused on improved and effective behaviour change. Repeating ineffective behaviour through feedback ultimately creates a great deal of damage to any relationship. Acknowledging a mechanism that identifies an effective behaviour as a more productive choice is the key to move out of the past and focus forward.
Today’s organizations should include an accountability criterion in all policies and processes, including employee recruitment and retention, privileging and credentialing, all performance appraisals, contract development and review, and vendor selection. When accountability is a clearly documented and well-communicated expectation, every person who works for and conducts business in the organization is more likely to demonstrate effective behaviour. The person will perform according to established or agreed upon standards and will think twice about assigning blame.
Catherine is the President and CEO of CORPORATE HARMONY, providing virtual solutions for leadership development and organizational culture change. Her leadership and coaching experience as a Project Manager in an ever-changing, fast moving technological organization with unrelenting demands drove her to the realization that a positive mindset and strength-building behaviors are essential for today’s complex and chaotic organizational systems. CORPORATE HARMONY’s virtual platform of programs, coaching and performance measurement, is an innovative online technology of tested proprietary content. The world-class content of CORPORATE HARMONY’s Positive Presence Program develops the skill of ‘Positive Presence’ and the necessary ‘Positive Presence Behaviour Competencies’ for maintaining a positive and energized mindset and increased performance in today’s complex work environment, and leading to a culture of collaboration and connection. Catherine’s vision for Corporate Harmony is to bring the skill of “Positive Presence” to the corporate world as it becomes more complex, ambiguous and chaotic. Catherine is uniquely positioned to impact organizations’ productivity and long term success, with her powerful vision of eliminating bad stress from every workplace around the globe, bringing purpose into the people equation to promote healthy, productive and meaningful work cultures and turn the tide on the neglect of mental health on a global scale. Catherine is author of the book: “CORPORATE HARMONY – The Performance Link for Today’s Modern Organization” Catherine can be reached at: Catherine.Osborne@corporateharmony.ca or go to ‘contact us’ on our website www.corporateharmony.ca. Catherine is available for consultation, and can be reached by 519-695-3407.