Are You Demonstrating Accountability as a Leader

This is an excerpt from Chapter 15 "Assessing the Employee Experience" i

n my newest book, "Inclusive Leadership for Dummies" being released on Amazon May 7, 2024. You can preorder today here: https://www.thriftbooks.com/w/inclusive-leadership-for-dummies_dr-shirley-davis/39834684/item/58947217/?utm_source=google&utm_medium=cpc&utm_campaign=shopping_new_condition_books_high&utm_adgroup=&utm_term=&utm_content=545752079965&gad_source=1&gclid=Cj0KCQjwltKxBhDMARIsAG8KnqUD96qbFNH5Zp_IzT9mQc9F-9H1q4KMshOBxoOkuBiELKjsJj9ht6IaAoJQEALw_wcB#idiq=58947217&edition=68186344

I believe leadership accountability is at the heart of any organization’s ability to achieve optimal performance and to build a strong culture. Have you ever worked for a leader who made a mistake, a bad decision, or didn’t know the answer to something, and rather than admit it, they deflected by blaming someone else, justifying it, or acting like it didn’t happen? This occurs all too often and it undermines trust, engagement, and communication.?

Workers today place a higher premium on their leaders walking the talk and being more accountable. At a time when we continue to experience accelerated change, increased complexities, growing pressures, and competing priorities, demonstrating accountability as a leader couldn’t be more critical

In 2017’s The Leadership Accountability Gap, a global study conducted by talent management company Lee Hecht Harrison, nearly 2,000 senior HR leaders and business executives in 20 countries were asked about the state of the leadership in their organizations. They found that only 31 percent were satisfied with the degree of accountability being shown by their leaders, and as such, a leadership accountability gap exists and is dragging down many companies.

I’m a big believer that leaders are the thermostat in any organization —meaning they have the power to set the right temperature and create the right environment for how things are done and how people are treated.

Let me share three of the five behaviors that matter the most for leaders to demonstrate accountability. I’ve seen these make a real impact on team performance, personal relationships, and the success of the organization. Take a minute to rate how effectively you demonstrate each of these behaviors.

1. Consistency matters

Being predictable is okay! The reality is that employees want to be led. They want to work for a leader who provides them with guidance and helps them navigate the terrain of uncertainty and change. When people know what to expect from you and how you’ll respond, it enhances engagement, increases satisfaction, and improves decision making . . . all of which lead to greater productivity.

As I was writing this book, I asked a number of people what it meant for a leader to be consistent. The most “consistent” responses were:

* “They do what they say they’re going to do.”

* “Who I see today is the same person I see tomorrow.”

* “They are steady and reliable.”

* “They communicate expectations and manage them.”

* “They do the right thing over and over again.”

So ask yourself, would your direct reports say these things about you? If not, check out Chapter 7 of my Inclusive Leadership for Dummies book for my helpful advice.

2. Taking ownership matters

Leadership accountability requires a personal commitment to honesty and integrity, and that means owning up to your part when things go wrong, admitting when you don’t know something, and apologizing when you make a mistake. I don’t know about you, but I’ve worked for those kinds of leaders who made mistakes and bad decisions and then deflected by blaming, justifying it, or denying the truth rather than admitting it. That kind of leadership undermines trust, engagement, and communication.

Here’s a personal example. Recently I was expecting a member of my team to complete a project by a certain time frame that was a critical deliverable for a client. As I checked in with him on the status of the project, he responded that he hadn’t received a report I’d promised to send and that it was impacting his timeline for completion. I could’ve sworn I’d sent it, and I insisted to him that I had. But when I checked my email, there it was, in my drafts and unsent. I had gotten distracted and totally forgotten to send it because of my hectic schedule. I went back to him immediately, told him I was sorry, and owned the fact that the project may get delayed because I didn’t follow through on my end. Then I went a step further. I called the client myself to explain that we needed a few extra days to complete the project due to my hectic schedule. I didn’t blame my team member; I didn’t make excuses; I owned up to it. Ultimately, the project was completed on time, and the client was very pleased.

Simple phrases that can be used in these situations include:

* “I was wrong.”

* “I made a mistake.”

* “I don’t know.”

These phrases are perhaps three of the most underutilized — yet among the most impactful — phrases a leader can use. So I urge you today to add those three important and impactful phrases to your vocabulary and be willing to use them.

3. Sound decision making matters

Every day we have to make decisions. And as leaders, those decisions can affect our direct reports, customers, colleagues, and ourselves. Unfortunately, far too many leaders are guilty of ineffective decision making or the avoidance of making decisions all together.

This is one of my strong skill sets, so let me share what works for me:

* First, I have a group of what I call my personal board of advisors, people who might trust, who are smarter and more successful than me, and who have been there done that. I use them as a think tank, my sounding board, and as resources for informing my decisions. And yes, this can and has included my direct reports. Don’t be too proud to ask for input and to leverage the experience of others around you!

* Second, I always revert back to the goal and the purpose. What are we trying to accomplish and why? We should figure out what’s most important, who will be affected, and what the consequences are, as this helps you make sound decisions.

* Third, I’ve learned how to balance my emotions with rational thinking and a steady head, also known as emotional intelligence (see Chapter 8). This is especially important when times are hectic, stressful, or difficult. Even when I’m upset, I have learned to take a timeout before making an important decision. Making tough decisions is a part of every leader’s role and you don’t always have the luxury of a do-over.

* Fourth, I finally conquered the analysis paralysis syndrome. Before making a decision, I used to think and think and think to the degree that it would paralyze me from making a decision in a timely manner. And you can imagine how frustrating that was for my staff and for others. So the way that I conquered it was to realize that I won’t always have all of the information that I need to make a decision. I learned to lean on my personal board of advisors and to trust my experience and my gut.

* Finally, I came to understand that making the decision — even if it’s not the best one — is better than not making one at all.

Making a decision, even if it’s not the best one, is better than not making one at all.

How did you rate on these three behaviors? Please order your copy of the book for an entire chapter on developing accountability as a leader. This skill couldn't be more important than today and yet, far too many leaders are lacking it.

Visit me at www.drshirleydavis.com