Leadership Accountability: Unlock Performance & Reach New Heights
I talk a lot about going above and beyond in leadership.
My brand and business manifesto is rooted in the belief that I can enable my clients and their businesses to new heights.
Because the thing about heights is that when you reach them, the next and higher height comes into view.
And it’s my job to help my clients to go on and conquer it.
But the number one culprit that undermines this goal?
When leaders aren’t personally accountable for their own contribution to high performance of the business.
Just consider these staggering statistics:
91% of employees would say effectively holding others accountable is one of their company’s top leadership development needs. [Harvard Business Review]
82% of managers acknowledge they have limited to no ability to hold others accountable successfully. [Harvard Business Review]
And, quite unbelievably:
69% of employees don’t feel they’re living up to their potential at work! [Gallup]
Imagine what heights you could reach if this 69% were living up to their potential?
What Is Accountability?
Accountability is a way of being. It’s relevant in every aspect of your life.
It’s something you do for yourself, it isn’t something someone does to, or for, you.
Stephen Fry sums this up well I think, “You are who you are when no-body’s watching.”
Real accountability starts with ourselves, who we are, how we take personal responsibility for things.
And there are huge benefits to holding yourself accountable.
When things are incomplete in our minds, they build up and cause missed deadlines, feelings of being overwhelmed and frustrated and can lead to a lack of trust and more.
Incomplete things take up brain space - physical space, emotional space, calendar space - when there’s no space, we’re in-between ignorance and denial chasing our tails.
When we complete things we create space, then we can complete more things and achieve results. In other words, reach new heights!
When Accountability Goes Wrong
The topic of accountability is often associated with negative and unpleasant situations.
When leaders talk about a lack of accountability, it often comes out as threatening, condescending, damaging to morale and it tends to be negative. This is obviously unproductive and flies in the face of delivering positive change.
If you have to default to a plea for accountability with team members, then you may end up hitting a wall and feeling even more frustrated.
But a lack of accountability is rarely intentional.
More often than not, when there is a lack of accountability, there will be unclear roles and responsibilities, unclear expectations, limited resources, poor strategy or unrealistic goals.
The best leaders get to the heart of the issue and look at themselves and how they are behaving.
“When we fail to set boundaries and hold people accountable, we feel used and mistreated. This is why we sometimes attack who they are, which is far more hurtful than addressing a behaviour or a choice”. Brene Brown
True accountability means no one is to blame. As soon as someone is blamed it becomes a vacuum for any other accountability.
Strong leaders create psychological safety for people to be honest and feel confident in accepting responsibility.
When an organisation’s culture is embedded in honesty and integrity, it enables people to acknowledge mistakes without fear of blame and then work with the team to reflect, learn and move forward positively.
How To Be An Accountable Leader
There are three key differentiators of outstanding leaders who have a culture of strong delivery where people are highly accountable.
1. Be a strong, positive and inspiring leader.
One who is hopeful, positive, optimistic and inspires future possibilities.
Positive leaders articulate a really clear vision with confidence, they lay out a road map for the future towards that vision and they align the team behind that. They are comfortable sharing information with leaders at all levels.
Leaders who are future focused bring energy and enthusiasm, set the tone for the whole business and walk the talk as a leader - by asking for feedback, demonstrating humility and having confidence in the future and what heights they’re trying to reach.
2. Creating clarity for people
Work with your people on the vision and how it translates into their role or department. This is about setting clear guard rails, parameters and expectations of them and their teams in terms of their delivery but also in how they nurture a culture of accountability themselves.
Work with your Senior Leadership Team to regularly review the strategic plan. What are the two or three big things, and what’s just noise that needs deprioritisation?
Define really clear leadership expectations – what do you expect to see from your leaders? What are the outcomes you’re expecting? What are the activities and behaviours you value?
Be brave and have courage and resolve to face tough challenges and tough decisions. These might relate to underperformance or conflict of values, but these issues need to be dealt with in the right way, at the right time, by asking the right questions - what isn’t happening? Why isn't it being done? What’s at the heart of it?
Simplify messages - any important message should be less than 4 sentences.
3. Building and nurturing relationships and team development
Create a culture of psychological safety - a safe environment to share learnings and insight, talk about mistakes, bring support and challenge in the right way. Make sure you’re recognising people, giving and receiving feedback.
Build your community and a sense of belonging for your people. Having a safe space to learn and develop is essential for team development.
Demonstrate humility around not always getting it right. It’s ok to receive that feedback as a leader and adapt accordingly.
When things go wrong, let’s not react to the symptoms, but let’s address the root cause. Stepping back and asking some great open, incisive questions to get to the heart of the issue is really important. Typically, the issue doesn’t sit with the employee – it often sits with ourselves.
Discover what if…
...you create clarity and clear leadership expectations with your team?
...all your employees were able to live up to their full potential at work?
...you had a mentor and guide to support you and hold you accountable when you need it the most?
Meet Kate Fletcher
I have 25 years’ experience transforming businesses, including as Commercial Director on the Board of a FTSE250 company. I’ve worked closely with over 150 Chairmen & women, CEO’s and senior executives.
I work with CEO’s, Boards, Leaders & their organisations. I work with clients 1-2-1 & as a group.
Working with me provides a different perspective & the benefit of a collective wisdom from others in the same boat.
Beyond work I’ve inspired & led winning teams, having sailed around the world & played national hockey. As a mum to two children, I also understand the reality of balancing family & career.
You can stay connected with me via LinkedIn or email me to arrange an exploratory conversation.
