Elusive results: unlocking the promise of accountability

Accountability is listed as a core value for many organizations. It's touted as the holy grail for getting things done. In the world of organizational development, we speak of creating a "culture of accountability." In the bestselling book "The Oz Principle" accountability is defined as "a personal choice to rise above one's circumstances and demonstrate the ownership necessary for achieving desired results." By this definition, it sounds empowering. Yet for many people, being held accountable feels punitive, not rewarding. Due to the mixed emotions and misunderstandings surrounding accountability, we might embrace and reject it several times in a single day. How can we embed being accountable into how we show up day in and day out, and do it in a way that is inspiring and satisfying? First, let's look at accountability as both a mindset and a choice. Fundamentally, it is tackling life's challenges with the belief that you can affect change. When you believe you can have an impact, you have a sense of agency. This is essential to feeling in control of your life and trusting your capacity to influence thoughts, behaviors and outcomes. This is empowerment. As inviting as this may sound, it can also be daunting to accept that we have accountability for our lives and their trajectories. I had a mentor who was infatuated with accountability and it was contagious. He would say things like, "Do you want your reasons (why it can't be done), or do you want results?" and "If it is to be, it's up to me." That doesn't mean you play a martyr that soldiers on through the daily trials and tribulations. Instead, you focus on removing obstacles and solving problems. You believe in what's possible and recognize your role in moving something forward. Personal accountability is not blaming others or slipping into victim mentality. Victimization, or fear-based thinking, often shows up when we focus on why something isn't possible. I hear it when there's a competition for resources, in conversations that skirt around the issues, when people get defensive, when everything is a priority, and when the discussion becomes "us vs. them." In the book "The Question Behind the Question," author John Miller defines personal accountability as the practice of "making better decisions in the moment." I would expand it to encompass keeping the agreements you make and owning your successes and mistakes. It's a character trait of accepting responsibility for and consequences of one's actions. Accountable people are hungry and motivated for success; they have clarity about the end goal. They leverage their strengths to solve problems and they have the staying power to follow through. They also tend to be humble, valuing continual learning over being right. If accountability is so awesome, why do we resist it? When we choose to be accountable, we remove our excuses and dismantle our defense mechanisms. That can feel vulnerable. Add to that the fear of potential retaliation (real or perceived), and it can be downright terrifying. As leaders try to drive results for the success of the organization, I often hear accountability used as a tool to hold others' feet to the fire. When I hear this, I envision the poor souls being dragged over hot coals if they fail to meet expectations. These leaders have good intentions, but the approach is flawed in that it usually results in micromanaging, not leading. Organizationally, I equate accountability with high levels of alignment, collaboration, respect and trust. Organizational accountability is reflected by "the willingness of team members to remind one another when they are not living up to the performance standards of the group," Patrick Lencioni writes in "The Five Dysfunctions of a Team." The goal is to co-create the accountability in such a way that team members share the responsibility of meeting the goals. "True accountability can't be demanded or imposed," according to CoreStrengths.com. "It happens only when people are empowered to take ownership and initiative." Things get tricky when there is a lack of clarity around roles, responsibilities, deliverables, expectations and communications. Accountability happens more freely when there is a safe environment in which to take emotional risks and make mistakes. Furthermore, the human spirit thrives when it can be expansive, creative and nourished. You'll find when you fully embrace personal accountability, something shifts internally. You travel lighter, carrying a lot less fear and a lot more confidence. You discover that you can handle the challenges you're facing head on, thereby reducing the anxiety, fear or nagging discomfort that comes from avoiding them. Each time you own it, you demonstrate a commitment to doing what it takes to make life happen on your terms. ----- Karen Natzel is a business therapist who helps leaders create healthy, vibrant and high-performing organizations. Contact her at 503-806-4361 or rx@biztherapy.biz. Published: Thu, Sep 27, 2018