??3 Approaches to Shift from Blame to Ownership in Accountability

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As you reflect on the term "accountability," what feelings does it bring up for you? Personally, for a long time, the term 'accountability' evoked a sense of discomfort ?? in my gut, along with defensiveness?? and fear. I worried that I might be unfairly held responsible or blamed if something went wrong.

As a leader, have you encountered situations where driving accountability within a team feels particularly challenging? Do you feel further challenged in today’s remote ? environment? Data?shows that 82% of managers acknowledge they have “limited to no” ability to hold others accountable successfully, and 91% of employees say that “effectively holding others accountable” is one of their company’s top leadership development ??? needs.?While accountability often carries connotations of blame, control, and distrust, it can paradoxically cultivate trust ??, foster collaboration, and drive significant business results ??when implemented effectively. ?

In an organizational ecosystem with healthy accountability practices, employees will feel heard??, actively participate in defining outcomes, align with the larger purpose ??, and feel safe admitting mistakes.

According to a study conducted by Gallup, organizations with a defined accountability framework see an average of 21% higher profitability. Research from the Harvard Business Review reveals that organizations with a strong accountability culture can boost employee performance by up to 50%. Accountability plays a pivotal role in a company’s success and is the building block of a thriving organization.

Here are 3 Approaches to Shift from Blame to Ownership in Accountability:

1.??????? Courage to Embrace Self-accountability —

The dictionary defines accountability as an ability of an individual to accept responsibility or to account for one's actions. The emphasis here is on accepting responsibility, which inherently begins with oneself. As a leader, defining accountability across different roles—such as towards oneself, team, clients, board, and stakeholders—is crucial.

Reflect regularly on whether you are genuinely upholding these responsibilities. Practicing self-accountability helps you establish healthy boundaries, enhance emotional awareness, and prioritize self-care ??. Regarding team accountability, ask yourself: When faced with a challenging situation, do I have the courage to recognize my role in the issue? Sometimes, it's crucial to ask, "Am I part of the problem, or am I the problem ???" This leads to valuable insights that help you identify areas for self-improvement while encouraging a culture of openness, trust, and continuous improvement within your team.

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2.??????? Partner to Establish Clear Roles and Outcomes —

Have you noticed that you are naturally inclined to take ownership of specific responsibilities than others? When individuals feel intrinsically motivated—meaning they believe in what they're doing—they are more likely to take ownership of their tasks and pursue personal growth. The Self Determination Theory identifies three fundamental psychological needs:?

• Autonomy: The need to feel in control of one's own behaviors and goals. Individuals are more motivated when they can choose and direct their actions.
• Competence: The need to feel adequate and capable in one's activities. A sense of mastery and skill enhances motivation and persistence.
• Relatedness: The need to feel connected to others and to experience a sense of belonging. Positive social interactions and relationships support motivation and well-being.

Work with your team to establish clear roles and expectations for the project. Prompt them to reflect on the tasks they are passionate about, those they may not enjoy but are essential, and new areas they want to explore. Request your team to convert the expectations into SMART (Specific, Measurable, Attainable, Relevant, Time-bound) goals, set up clear milestones to drive desired outcomes, and provide ongoing support to remove barriers. This clarity will result in elevated engagement and accountability.

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3.??????? Make Growth, not Blame the Goal —

Meaningful ????connections foster true accountability. As a leader, when you come from a place of empathy and truly wanting your team members to grow and succeed, they will feel that sincerity. This nurturing environment encourages them to be less guarded and less inclined to hide their underperformance.

Engage in structured and informal conversations with your team members to truly grasp their goals, aspirations, challenges, and progress on defined milestones.

• Rather than simply asking, "Why was a milestone missed?" or
• Telling them, "You should have better assessed the risks," or
• Just offering a quick “great job,”

Focus on asking questions that make them feel valued and guided. Consider questions like,

• What has been your biggest struggle?
• Where did you feel you needed support the most, and did you ask for it? or
• What accomplishment are you most proud of, and what’s the story behind reaching that successful milestone?

These inquiries provide insight and foster an environment of trust and support.

Lastly, don’t hesitate to engage in difficult conversations. Leaders often feel uncomfortable addressing areas where team members need to improve or take on more accountability. It can lead to avoiding the issue altogether or indirect approaches that fail to benefit either party. Therefore, leaders need to master the art of having these tough conversations by providing constructive feedback (To delve deeper into this topic, check out the article titled, "6 Practical Techniques for Leaders to Enhance Feedback Quality and Boost Team Engagement.”) ?This approach will cultivate trust, open communication, and continuous improvement, leading to higher employee morale and motivation to excel, ultimately driving increased profitability ??.

In today's virtual world, accountability cannot be enforced extrinsically; it must come from within.

As Stephen R. Covey wisely stated, "Accountability breeds response-ability."

When individuals take ownership of their actions, they empower themselves to make informed choices and drive positive change. Therefore, leaders must approach their team with positive intent, treating them as responsible adults committed to achieving their goals. For actual ownership to take root, team members must view their objectives as integral to their personal and professional growth ????, rather than simply external targets to be met. This shift in perspective fosters engagement, motivation, and a shared sense of purpose.

More Power of Accountability to You??

Keep smiling and Keep shining…??

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As a Connection Coach, I specialize in working with aspiring and seasoned leaders embrace connection —self, social, and spiritual. I help them develop a strong sense of identity and purpose, along with a robust social network, to experience a more fulfilled and connected life.