The Leadership Accountability Gap & Execution

As we look towards 2024, one theme is becoming more and more prevalent in the articles and research I review – accountability; or put another way, the capability to execute on the key priorities of the organisation to a high degree of effectiveness.

In researching material for this week’s insight, I came across an article in Industry Week by Vince Molinaro “The Leadership Accountability Gap”.? He writes regularly on the subject and his research matches what we are seeing in the marketplace.

In his global survey of over 2,000 senior executives, he noted that only 49% of an organization’s leaders are seen as being truly accountable, noting the “… accountability gap happens any time people in leadership fail to demonstrate personal ownership for their roles. They tend to wait for permission, look to the senior team to make every decision, and fail to take initiative.”

We know that accountability starts with leaders, and that most everyone in an organisation takes their lead from the top.? The challenge, given the economic conditions facing us, is how to ensure all leaders in an organisation demonstrate accountability personally.

Molinaro highlights four areas for consideration, and while these are targeted towards the CEO, there are learnings here for any leadership role:

1. Accountable CEOs need to be seen and heard.?You must make sure everything you say and do showcases your ability to be accountable, particularly when times are tough. If there are setbacks, be seen to be out front, taking responsibility.
2. Make sure you have a strong CHRO.?The person you pick to head up HR can make or break your company’s accountability. Molinaro suggests finding someone who is, in and of themselves, a strong and accountable leader who can provide a check and balance on all other executives.
3. Demand accountability on your executive team.?His research indicates that finding an entire team of accountable leaders is one of the toughest challenges, noting that a mediocre or dysfunctional executive team is a recipe for disaster.
4. Make sure expectations are crystal clear.?Accountable CEOs put a lot of effort into bringing clarity to the expectations they have for their organisation’s leadership culture. They need to have frank and fearless conversations with all leaders so that they understand they must each do their part to build a culture of accountability.

Practicing accountability – the key behaviours

In previous insights I’ve referenced our global research that indicates there are aspects of high performing organisations, one of those being an “inclusive and high trust culture”.

We also know from 30 years of experience working with thousands of organisations globally, that there are 13 specific behaviours of “high trust” one of these being “practicing accountability”.

This means holding yourself accountable first, holding others accountable second.? It’s taking responsibility for results, good or bad.? It’s being clear on how you’ll communicate how you’re doing, and how others are doing. It’s not avoiding or shirking responsibility; and it’s not blaming others or pointing fingers when things go wrong.

If you’d like a summary of the 13 behaviours that constitute “High Trust”, and how such behaviours are the building blocks to creating a culture of accountability, let me know. We have a short slide-deck I can share : )