How to Fix Eroding Accountability

Sometimes the theme I'm going to write about jumps up and smacks me in the face. That was true this month with accountability; in fact, it smacked me twice.

First, I?gave a talk ?at the end of January about the five crises that I believe are derailing our leaders; eroding accountability was one of them. (Thanks to The Talent Company , that talk is free to watch if you'd like to hear my take on the 5 current crises of leadership.)

The second impetus was that my editor at Harvard Business Review asked if I would write a piece on how to?foster accountability with compassion . That got me thinking about all that we get wrong when it comes to accountability. (Speaking of things we get wrong, I don't like the term "hold people accountable," so just pretend the article is called "foster accountability.")

By the time the talk and article were done, I was just getting started.?So I let it rip in four different articles this month.

1: Accountability is an Inside Job

The reason I despise the expression "hold people accountable" is it makes the mistake of treating accountability as an external phenomenon. It's not. Accountability is a feeling inside you. Someone can no more make you feel accountable than make you feel happy, trusting, or engaged.

When I hear "hold you accountable," or worse, the truly gruesome expression that refers to accountability as "one throat to choke," I know we're talking about punishment, not accountability. When managers go that route, they're instilling is fear, not ownership. In?How to Show That You're Accountable , I clarify where accountability sits and provide a 10-step process to avoid your punative manager by demonstrating that you're "on it." You might want to share it with your team to start a conversation about what accountability looks like.?

2: Three-legged Race

Just when you think it's safe to take accountability, you get saddled with responsibility for something you can't deliver on your own. Oof. That's one of the most precarious and stressful situations for an accountable person.?In?Being Accountable When You Don't Have Control , I give you multiple strategies to set this situation up for success, to monitor and encourage others along the way, and escalate if your colleagues aren't doing their part.??

3: Two Heads are NOT Better than One

The third article in the series is for managers. It looks at another common accountability pitfall--shared accountability. Managers who leave shared accountability don't realize that spreading accountability dilutes it. In?The Problem with Shared Accountability , I work through three common scenarios that might tempt a manager to leave two names in a box. For each, I provide an alternative approach that cleans up the accountability. Fair warning: these situations require the manager to take on some of the accountability, so in the article, I give you tips and coaching suggestions for how to make that work.??

4:?Oops, I Did it Again

(Did I hotlink?that heading to the Britney Spears song in case you need a dance break? You bet I did!)?

I couldn't end accountability month without considering the possibility that, at some point, you might drop the ball, miss the boat, or, as the cool kids say, "sh!t the bed." In?I Failed, But I Want to Be Accountable , I give you seven different tactics to try, depending on whether there's still an opportunity for a curtain call or if, instead, Brünnhilde has finished singing. (Fun Fact: Brünnhilde is the proverbial "fat lady" who became synonymous with the end because her solo heralds the end of Wagner's 15-hour epic opera, The Ring Cycle.)?Ha! Look at me talkin' Wagner and Britney Spears in the same paragraph! ??

Resource of the Month

Fostering Accountability

I hope these articles have given you a fresh perspective on accountability. If so, I encourage you to take some time to have a conversation with your team (or, if you're a coach, with your clients) about what accountability is and how you'll internalize your own accountability and promote a culture of accountability in your team.?

In addition to the articles, this quick checklist might help. It's a new format for me, and I hope you like it. Instead of a to-do list, it's a do-to list. A do-to list explains what to do and why it works. Let me know what you think!

Additional Resources

Self-Care Mindset

My talented friend Jeanette Bronée just released a new book, and it's tearing up the charts. No surprise. This is exactly the help many of us need right now.

In The Self-Care Mindset, Jeanette meets us where we are--living in fear, uncertainty, and doubt. She provides a framework for better self-awareness, greater agency, and more informed decisions. She also reminds us that self-care is not just about us; it's about connecting us to what matters.?

Check it out! ?

On the Tube

From the YouTube Channel, here are a couple of videos you might find useful. Please watch, like, comment, subscribe, and share. It will really help the content find a path through the algorithm.

I'd say the most frequent question I get in my travels talking about conflict is, "how do I tell the difference between healthy and unhealthy conflict." Here's my answer.?

Do you ever tell people, "don't come to me with a problem; come with a solution?" Unfortunately, that advice can be a direct path to unnecessary conflict if you're working in a cross-functional team. Here's a healthier alternative.?

From My LinkedIn Couch

HOW MANAGERS ARE LIKE TODDLERS

I?posted a rant ?on LinkedIn this month. It was triggered by the findings of a Microsoft survey that said 85% of managers are paranoid that their remote employees aren't being effective.

I cheekily claimed that toddlers learn object permanence (they know that when you hide behind a pillow, you still exist), but managers don't seem to have learned performance permanence (that someone can work out of their site and still get things done.)

Anne-Marie Parent responded "For managers of knowledge workers, I don’t know why there is so much pressure concerns over hours of work or presence in office. I can tell that my team is working when they follow up on what was asked, when they demonstrate progress and when they delivered what the organization needed. I also count in there the time they spend building good relationships because if they do… then we can get what we need more easily and faster from our internal colleagues."?I love this. Even things that managers might be fearing are "unproductive" are critical to a productive team. Thanks, Anne-Marie!

Gordon Goldschleger really got me thinking when he changed the vantage point from paranoid managers to under-communicating employees.?"I think what’s missing here is there will always (often?) be a role for employees to “manage up.” People are busy. They have great intentions. And on the assumption there is trust, and there is a decent framework for performance and feedback in place, through no malicious intent, people often “lose the plot.”?Brilliant, Gordon! There's no point in moaning that are managers are from the dark ages; meet them halfway by communicating your progress, so they don't have to be paranoid.?(And thanks to Gordon for inspiring this month's theme...Managing Up!)

Thanks to everyone who comes to sit on my LinkedIn couch to share, debate, challenge, and learn together.?

Thank You, Thank You!

I have so many people to thank for making this month amazing.??

First, I've very thankful for our new partnership with Stratford . And thanks to Dean Fulford for hosting me for a talk on how to get teams on the path to performance.

Thanks to the great folks at FGL, the Region of York, and CIHI for having me in to give keynotes on how to build a culture of productive conflict. Thank you for your courage and candor.?

Thanks to Justice Canada and Longo's for inviting me to share strategies for thriving in hybrid teams and optimizing the future of work.?

Thanks to the fabulous Jenn Whitmer for having mas a guest on your?Monday Mentor series . This is an action-packed 20 minutes with two gals who are coming to terms with conflict.?

Thanks to Julie, Angela, John, Lori, and everyone who responded to the last newsletter and everyone in this community for all you're doing to make teamwork work. I love hearing from you, whether that's to share how the ideas are resonating, suggest a topic you'd love me to cover, or challenge me on something you don't agree with. Keep it coming!?