How accountable are you in your leadership?

Here’s a key concept: the foundation of all leadership is accountability. Accountability is being willing to make commitments and hold yourself to account for them, regardless of the circumstances.

There are two aspects to your accountability: your willingness to make binding commitments for yourself, and your relationship with the circumstances that surround you.

Are you willing to be accountable?
The first step in taking accountability is to choose to be accountable for an outcome. This is regardless of whether you know how to achieve it, or believe you can do it. Gandhi did not know how to achieve independence for India when he assumed leadership for the movement. And there were many times when he doubted his own ability. But he chose to be accountable for the outcome, spoke out, and continued to stand for his vision in the face of all the circumstances.

And it is a choice. There are many things we would like to achieve, or to have happen in the world. But we do not choose to be accountable for them – accountability starts with the choice.

But what about the circumstances?
Let’s look at being accountable in your relationship with the circumstances. You may resist taking accountability for an outcome because you think it’s impossible to achieve. Take the issue of lateness. A client, embarrassed by his lateness for an important event, once said, “but it’s impossible to arrive anywhere on time in the South of England these days, because of the traffic on the M25”. He seriously believed this was true – it was impossible to be on time!

It took much discussion and exploration before he recognised that the block lay in himself – there were others in his team, living and working in the same area, who were never late for meetings. He discovered that if it is was important enough for him, he too could transcend the ‘impossible’ traffic and arrive on time – he had never missed a flight from Gatwick or Heathrow in 15 years!

So are you being accountable?
When the two factors of accountability interact, we have a way of challenging ourselves. What results is a method of measuring our behaviour on a scale of levels from 1 to 3:

Level 1: Resists/avoids being held to account, ‘because of the circumstances’. You’ll hear, “It’s not my job”; “She made me do it”; “It isn’t my fault”.

Level 2: Willing to be held to account by others, ‘subject to the circumstances’: “It was the traffic”; “I couldn’t, because…”; “They didn’t come back to me in time“.

Level 3: Willing to be held to account by others, ‘regardless of the circumstances’. No excuses – ever!

At Level 1, people avoid being accountable or hide behind the circumstances. All of us do this in some area of our life or work, but somebody who is being fully accountable will be honest about whether they have made a conscious choice to do so!

At Level 2 you will hear a lot of excuses – people at this level are difficult, if not impossible, to manage. A fully accountable person will never believe the reason for failing to deliver on a commitment is an excuse for doing so.

People at Level 3 can be difficult to have as team members if they extend this level of accountability to ‘forgetting’ to inform others of their actions and results. Provided they are willing to keep others informed, they can be solid team colleagues. At Level 3 people willingly make promises and are happy to be called to account if they don’t deliver. They are a joy to manage and to have as team colleagues.

How can you use this as a leader?
Approach with caution! Work on yourself first, and be scrupulously honest about whether or not you’re behaving at an appropriate level of accountability. Your management and coaching of others will only be effective if it’s based on your own experience. No-one is above behaving at Level 1!

Are you accountable as a leader?

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