So, weβve all heard the word “accountability” bandied about, right?
You know β sitting in a meeting with someone droning on about holding people accountable like it’s some sort of magical solution; babbling about tracking progress, scrutinizing deadlines, or making sure nobody screws up, or thereβll be hell to pay.
It doesnβt have to be that wayβand it shouldn’t be.
True accountability is all about creating the culture or environment where people feel empowered to take ownership of their work. It’s about trust, open communication, and letting folks succeed on their own terms.
If you get this accountability stuff right, it’s like a whole new level of motivation and creativity (and performance!) Β with your team.
What we get wrong about accountability
Accountability often gets a bad rap. People usually see it as micromanagement with a fancy title. We hold someone accountable.
Itβs like, βIs your work done yet? Is your work done yet?”
That’s not accountability, that’s just annoying. And it certainly doesn’t inspire anyone to, you know, do their best work.
Another common mistake?Β Thinking accountability is about pointing fingers when things go wrong.
Who the hell wants to take risks if they’re constantly worried about getting blamed?
Real accountability is about ownership. It isnβt about fear; itβs about trust.
It’s about making the space where people want to be responsible. You create the right environment, offer support, and thenβ¦Β people will simply amaze you.
Some practical tips to make it happen (without being a jerk)
So, how do we actually do this whole accountability thing? Letβs get practical. It all starts with open communication and trust.
Honestly, think about the best managers or leaders you’ve ever worked with or for β the ones who really brought out your best. Chances are good they didn’t micromanage or breathe down your neck constantly.
No, they made you feel heard, supported, and empowered to make decisions. Like Maya Angelou said, ββ¦people will forget what you said, people will forget what you did, but people will never forget how you made them feel.β (Thatβll make you all warm and squishy inside)
Start with the easy stuff:
1:1s: These arenβt status or operational updates disguised as meetings. Sit down with your people, ask questions like, βWhatβs working, and whatβs not? How can I make this easier for you?β Itβs less “report card day” and more “how can I help?”
Meetings: Why not make them collaborative spaces instead of BS micromanaging sessions? Get people sharing thoughts and ideas instead of reporting data and metrics.
Casual Chats: Even hallway conversations can create engagement. Never underestimate the power of a quick βHowβs everything going?β with no hidden agenda.
Then thereβs this trick I call βinterim deadlines.β Think of them like GPS checkpoints on the way to the final destination. Little progress markers that make everything way less intimidating.
Say thereβs a report due in two weeks. Instead of saying, βGet this done,β and hoping for the best, try asking for smaller check-in points. “When would be a good time for us to check in?β
And hereβs a tip: when that checkpoint rolls around, respond with encouragement, not critique. Keep asking: “Is there anything you need from me?” Can make all the difference.
Trust isnβt a buzzword
Want your team to really take ownership of their work? Let them knowβclearlyβ that failing isnβt the end of the world.
Accountability really gets a foothold in environments where risk-taking is embraced and mistakes are actual learning moments, not court martial offenses.
Instead of βWhat the hell were you thinking?!β try βWalk me through your thought processβhowβd you arrive at that decision?β
A trick for building trust: celebrate the messy middle. Acknowledge progress, even if itβs imperfect. When people feel genuinely safe to try, theyβre more likely to own both their successes and their missteps.
Give βem autonomy
Donβt you hate it when your boss (or spouse?? never mindβ¦) tells you what to do every second of the day? Teams feel the same way. Accountability gets a foothold when theyβve got some freedom to make decisionsβand are expected to stick to them.
Of course, autonomy doesnβt mean unfettered chaos, nor does it mean self-employed. A supportive structure lets people move forward without derailing.
Bottom line
Look, accountability isn’t some quick fix or management trend to implement. Letβs stop treating it like a dirty word; itβs not about micromanaging or nitpicking, itβs about an environment of ownership and trust.
So next time someone says, βLetβs hold people accountable,β flip the script. βIβve got a great idea, letβs instead create a culture of accountability. An environment where accountability isnβt forcedβitβs simply the natural way people work.
Crazy talk, isnβt it?
FAQs:
Is accountability the same as micromanaging?
Nope, not even close. Micromanaging is about control, while accountability is about trust and ownership. It’s about truly owning that responsibility and being driven to see it through successfully, not just checking the boxes.
What’s the difference between accountability and responsibility?
Responsibility is about having a specific task or obligation. Accountability goes a step further β it’s about truly owning that responsibility and being driven to see it through successfully, a positive result.
Can you have accountability without trust?
You can try, but it wonβt be pretty. Trust is the foundation of real accountability. Open communication, celebrating wins (and learning from mistakes), and showing genuine appreciation go a long way.
I’ve tried strategies like 1:1s before with little success. What could I be missing?
Consistency and genuine investment are crucial. One-on-ones can’t just be an obligatory checklist β they need to be focused, meaningful conversations where you make your team feel heard.
How do I get buy-in for this approach to accountability?
Highlight the measurable benefits β a team that’s engaged, motivated, and ready to conquer the world (or at least their to-do list). Appeal to data but also share real-world examples of teams that have embraced true accountability and the transformations they’ve seen.
If you’re intrigued by the idea of executive coaching, or if you’re simply tired of being your own excuse, I’d love to discuss.
As a seasoned (beats βoldβ) executive and leadership coach, I’ve had the privilege and honor of working with myriad top-tier leaders and executives for over 20 years.
And let me tell you, it’s been a wild, crazy, and usually fun ride.
Also sometimes hectic, disturbed, frustrating and leaving me mumbling what the hellβ¦? But thatβs a different article.
One thing I’ve learned is that even the most successful, high-achieving individuals among us can benefit from a little guidance and support. Some more than others (oops, did I say that out loud?).
But why?
Well, for starters, it ain’t what you don’t know that gets you into trouble. It’s what you know that just ain’t so.
I first heard that phrase when used by a board chair describing why he supported his CEO in this coaching endeavor. I know now that Mark Twain may have said it earlier, but I also know that this board chair said it better.
It’s the things we’re absolutely certain about, but are actually dead wrong, that can really get in the way.
We’ve all been there: convinced that our way is the best (or only) way, that our gut instinct always serves us well, or that our decades of experience have given us untoward wisdom as a superpower.
But the truth is, there’s always room for improvement, and a fresh perspective can be just what we need to avoid an unnecessary misstep.
Like in tennis, when execs make blunders they really could have avoided, I call them unforced errors. Those hurt. And they suck.
Another Matrix-like reality is that you don’t always know with certainty if the success you’re having is because of you or in spite of you. Are you really bending the spoon? Thatβll bake your noodleβ¦
I can get carried away with movie references, sorry.
I mean, think about it β have you ever looked around at your team and wondered, “Are they just humoring me, or do they actually think my ideas are straight-up genius?”
Okay, maybe that’s just me.
But how often do we attribute our success to our own decision-making, instincts, acumen or brilliance, when it just might be due to a combination of factors, like luck, circumstance, or even the herculean efforts of others?
That maybe all of our suggestions are praised because of our business card, not our brilliance?
Though initially a tough pill to swallow, acknowledging to the world that we don’t have all the answers can be incredibly liberating.
And then there’s the age-old adage, the favorite of my colleague and friend Kevin Ross: “Be the reason, not an excuse.”
Every day we make this choice β we can be the reason our folks succeed, or we can be the excuse they give when they fail. And every day, you have to choose.
It sometimes feels like a subtle distinction; itβs not.
When we’re willing to own our mistakes, take responsibility for our actions, and actively seek to improve, we become the reason our teams thrive.
Sounds eerily like accountability. We are the exemplar for other positive behaviors.
But when we’re too proud to ask for help, too afraid to admit our weaknesses, or just too damned stubborn to change a course, we become the excuse they use to justify their own shortcomings.
We become the exemplar for their poor behavior and/or performance.
So, what does all of this have to do with executive coaching?
Well, everything.
As a coach, my job is helping you separate the things that ain’t so from the things that really matter β to you and your team.
I’m here to help you realize when your success is due to your own efforts versus just dumb luck.
And by the way, thereβs nothing at all wrong with a little luck here and there. Go play golf. Just be cognizant of the difference, so you can map out future efforts.
Most importantly, I’m here to support you in becoming someone’s reason β not their excuse. The example that others use daily, and the person they point a finger to when others ask how something should work.
It’s not about being perfect; it’s about being willing to learn, grow, and adapt.
And let’s be real, who among us hasn’t benefited from a little bit of guidance and support at some point? Even coaches have coaches. I do.
If you’re intrigued by the idea of executive coaching, or if you’re simply tired of being your own excuse, I’d love to discuss.
As an executive coach, I get to see leadership in action across all kinds of organizations. After reflecting on my chats and visits with clients this past year, Iβve put together ten important lessons going forward that really stood out.
These arenβt just theories from a textbookβtheyβre insights I’ve gathered right from the frontlines of corporate life that will help you navigate your 2025 with success.
Lesson 1: You Gotta Wanna
(Mrs. Burch, my 3rd grade English teacher, is rolling in her grave.)
Look, all the C-suite endorsements, mentorship programs, and golden opportunities won’t matter one bit if someone isn’t demonstrably hungry for their own growth.
I had a client, a next-level execβa rising star on paperβwho had it all: executive sponsorship, a clear path to the top, the whole shebang.
But they remained stubbornly head-down in the weeds, refusing to accept the support, feedback, or assistance offered.
Can’t push a rope, folks.Β Lesson 2: Protecting Poor Performers is Risky
When you keep a struggling leader (particularly a senior leader) too long, you’re not just losing π€βππ‘ πππ’ππ ππ–productivity, performance–you’re actively damaging π€βππ‘ ππ .
Your credibility takes a hit, and the whole team knows it.
It’s a slow leak in your leadership boat–eventually, ππ£πππ¦πππ πππ‘π π€ππ‘.
Address performance issues head-on, particularly within leadership. Your team will thank you for it (trust me on this).
But as with most leadership stuff, the hard part isnβt figuring them out; itβs putting them into practice.
You must do the heavy lifting yourself.
The best leaders I’ve come across this year werenβt necessarily the smartest or the most charmingβthey were the ones who knew these truths and acted on them over and over again.
Leading isnβt about getting it perfect; itβs about getting better.
Itβs about being a bit better today than you were yesterday and even better tomorrow.
Get better in 2025.
Hope you found something useful in these observations from the field, and these lessons can help guide you on that journey.
Iβd really love to hear your thoughts on your 2025 leadership journey.
Oh, and before my inbox fills upβno, that wasn’t about you. Unless, of course, you clearly see yourself in these lessons. In that case, maybe we should chat. You know how to reach me.
So, how do we navigate the post-election terrain and steer our teams positively?
Here are ten strategies to consider:
Embrace the rollercoaster, expect big changes: Forget autopilot. The new administration, liberated from the constraints of re-election, will likely be making bold, rapid, even aggressive decisions.
Think agility, think adaptability, think βwe’re not in Kansas anymore.” Stay nimble. Stay informed. Stay ready to pivot.
Embrace both empathy and logic. Emotions run high after elections. Some folks are ecstatic, others despondent. Lead with empathy.
Recognize that people on your team may have strong feelings, regardless of where they fall on the political spectrum. Equally important: don’t let emotions cloud your judgment.
Inflation is a logical consequence of economic forces. Recession talk, while influential, is often fueled by emotion. Manage both with a steady, rational hand.
Succession planning 2.0 β Itβs not just about age anymore. Remember that impending wave of senior leaders nearing retirement? It just crested. A combination of “enough of this, Iβm out” and the traditional “I can finally step aside” crowds are heading for the exits.
Prepare your organization for a potential leadership shuffle. Identify and nurture your future leaders.
Time for succession planning on steroids.
The talent hunt just got real. In a market where everyone is playing musical chairs, standing out is crucial. Invest in your leaders (all levels) and your company culture.
Recruit strategically. Prioritize retention.
Remember that engaged employees are your strongest asset.
Shift into hyperdrive (without burning them out). The pace of change is accelerating. “Sweeping and aggressive” might be an understatement.
Cultivate a sense of urgency within your organization, while being mindful that speed without direction is just chaos. Balance rapid execution with clear communication and support for your team. Focus on accountability.
Help them adapt to the accelerated pace and avoid burnout. Be present.
Innovate or obsolete. Now is the time for bold innovation. Whether it’s efficiency gains, incremental improvements, or disruptive breakthroughs, innovation will be essential for staying in the race.
Encourage experimentation, embrace calculated risks, and create a culture where new ideas can flourish. Well-thought mistakes are huge learning opportunities.
Breakage happens β Ready Plans B and C. With rapid change comes the likelihood of… well, things breaking. Contingency planning isn’t optional now; it’s your lifeline.
Anticipate potential disruptions, develop alternative strategies, and be prepared to pivot quickly when necessary.
Embrace urgency and accountability. Holding people accountable isn’t about being a jerk; it’s about achieving results.
In the post-election whirlwind, clear expectations and consistent follow-through are more critical than ever. Define roles, delegate effectively, and ensure that everyone understands their contribution to the success of the organization.
Manage the influencers. On your team, not on Instagram. The corporate world isn’t immune to political influence. Expect some big players (relationships, support, donations) on your rolls may to try and leverage their connections.
Help them navigate this new landscape with grace and wisdom. Steer them away from knee-jerk reactions, ego-driven decisions, and anything that could be remotely construed as “stupid.”
Remember, this too shall pass. Elections are a cyclical phenomenon. The intensity of the current moment will eventually fade. But that doesn’t mean you can be complacent.
Remember, leadership isn’t necessarily about predicting the future, it’s about navigating it.Β Stay informed, stay adaptable, and stay laser-focused on leading your team, regardless of who occupies the Oval Office.
Are you tired of hearing the same old gripes around the building? Really annoyed by the whiners and complainers who just seem to never shut up?
Well, do something!
But thereβs a catch β you have to do it right, or else you become the poster child for βthrowing good money after bad.β Or, my favorite, βNo good deed goes unpunished.β
As an executive coach and leadership consultant, I’ve seen myriad leadership teams seemingly stuck in analysis paralysis. You know the drill – discussions, meetings, and reports, ad nauseum.
But zero action. It’s like they’re waiting for the silver bullet to magically appear, while employees are wondering if this comedy show has any adult supervision at all.
Sometimes, you just gotta do something.
Listen, Learn, and Look for the Big Stuff
First things first, you’ve got to know what’s broken. Likely, youβve got a good idea. Youβve heard it before, can see the signs, youβve read the tea leavesβ¦ whatever.
Nowβs not the time to be intentionally obtuse β you know whatβs up.
Stop pretending you’re too busy. Youβre not.
So, stop and listen. If you have the time, a survey could be a good idea (assuming enough trust exists), or go old school and keep your ear to the ground if a survey isn’t in the cards. Lean on your trusted advisors for guidance.
You’re not looking for nitpicks and minutiae; you want the real stuff – the known reasons for leaving, the memes, the jokes, the elephants in the room.
Listen to those rumblings in the hallway, the whining in the break room, the passive-aggressive comments in meetings, and those outwardly awkward pauses on Zoom calls.
A cautionary note here: Never, ever ask β be it a survey, a town hall, or even a well-intentioned curiosity email β unless you are willing to take some action. Just donβt.
Better to not ask and not do, than to ask and not do. Trust me on this.
Fix What You Can, Address What You Can’t
Now go to work. Focus on low-hanging fruit – the things that can be quickly fixed, like work arrangements or team relationships. Maybe even β heaven forbid β slicing up some of the bureaucratic bullshit permeating the place.
These are the quick wins that don’t require a miracle or a honkinβ big budget.
Improving office spaces, offering some flexibility in schedules, and encouraging all to play well together. These go a long way. Maybe even turn up the thermostat by half a degree. Crazy, I know.
Don’t try to do everything at once; you canβt anyway, and youβll break something trying. Do some things, test the results, do some more. Prioritize for impact.
But be real, there will be things that can’t be fixed. And that’s okay. Donβt ignore or act like they arenβt real; address them openly and honestly. Explain why they can’t be fixed and what β if anything β you’re doing to mitigate the issue. Transparency is key.
Tell ’em What You Fixed
I see so many leadership teams screw up this part. Itβs not enough to ask what needs fixing. Itβs not even enough to actually do the fixing. You simply must get just as good at telling people what you have done, and why (hint: itβs because they asked for it).
Youβre doing the heavy lifting β may as well get some credit for it. You know youβll get the blame if it breaks, so get what you can.
βHey, we fixed the coffee machine in the breakroom since you guys brought it up,” will do more than you know for engagement, morale, and satisfaction. Never kid yourself; little things matter.
Iβm serious about this, itβs a regular misstep. Leaders fix a few things, break their arm patting themselves on the back, and go merrily on their way, assuming everyone will just magically know about it.
Newsflash: not how it works.
Follow up and communicate what you’ve done. You took action to address some of their concerns and issues. Donβt shy away from publicity now – take credit for taking action.
Those you lead need to know that you’re listening, that you care (hello, empathy?), and that you’re doing something about the crap they wrestle with.
So, there you have it. Just do something (but do it right!). It’s not rocket science, but it does require some effort and intention. Remember, your team is counting on you to lead, to listen, and to take action. So, what are you waiting for?
You know who Iβm talking about, too. Those people who just never seem happy; who always see the negative even when the message is positive; who suspect ulterior motives regardless of act. They are the literal βpain in your neck.β
Personally, I could recommend you just whack βem. Thatβll please a lot of people working nearby, and youβd be surprised at the immediate effect that would have on other malcontents in the organization.
But then, we wouldnβt need this article, so here we are. Youβre stuck with them, or keeping them for some reason, or simply want to help them emerge from their dark hole.
Here are some ways you can deal with these sourpusses:
What attitude? Typically, when you try to address an βattitude,β you get a blank, puzzled stare, and some horse hockey about they βhave no idea what youβre talking about.β So, letβs get specific.
Frankly, itβs not the attitude; itβs the observable behavior thatβs a problem.
βSue, I hear you comment or complain every time we roll out a new initiative. Frankly, I want it to stop. Now. Keep it to yourself or go speak with your supervisor. No more vocal whining to others.β
You get the idea. You can determineβand explicitly stateβwhat is and isnβt acceptable in your organization (obvious exceptions to this are harassment, retaliation, SOX disclosures, etc.).
The idea here is not overt heavy-handedness, itβs making sure the workforce isnβt subjected to a constant complainerβs rants.
Proselytizing may help. Try to convert them to your way of thinking. Be direct in your comments and explain why itβs in their best interest to become more positive. Let these folks know that their perceived attitudes (demonstrable, of course) are noticed by others, and certainly affect their ability to succeed in the organization.
In other words, explain the WIIFM: βWhatβs in it for me.β
βJanet, I want you to be more positive in your interactions with others. Your negativity is noticeable and not much fun to be around. I want to help, so letβs discuss.β
Sometimes, the βnext stepβ may be necessary. βBill, I need you to behave more positivelyβin fact, itβs necessary if you want to continue to work here. Smile a bit, be pleasant when asked for help, respond to βhellosβ and βgood mornings.ββ
Zero tolerance is the rule. They are called βnon-negotiables.β
When you decide to change a malcontent to something more positive, be specific as mentioned above, and then be prepared: you must address each and every βslipβ or transgression that deviates from your discussion.
Every single instance.
No letting up, no βletting it slide.β If you do, each time it occurs youβve βresetβ the entire change process. There can be no turning back. If they do well for three weeks then have a relapse, you simply cannot think βwell, theyβve done well up until nowβletβs see how it plays out.β No, youβve got to address it.
Immediately.
No try, only do. Master Yoda was right β thereβs no credit for saying βIβll try,β or βmake every effort.β Thereβs only credit for actually doing.
You need a firm commitment from this yahoo that s/he will take immediate, positive action to correct this unacceptable behavior β not that theyβll βdo their best to be more positive,β in some vague indeterminate sense.
Make it crystal clear that this is not some esoteric βhope you can do better;β itβs a must-have, a condition for future advancement, opportunities, and yes, maybe even continued employment.
Close ainβt good enough (pardon the grammar transgression, mom). To continue the thinking from 3 & 4 above, this isnβt hand grenades or horseshoes.
Even when this person is trying, you must be diligent. Theyβve got to nail it down correctly. Coming close, even if well-intentioned, wonβt work here.
Remember, you could have simply tolerated the behavior as we had been doing; you chose, instead, to attempt to change it.
You must stay the course, and you must be crystal clear.
Close isnβt good enough.
Inspect what you expect. Follow-up, diligently and repeatedly.
This person needs to know that you arenβt simply βhaving a nice discussion.β We are discussing performance-related behaviors, we expect them to change to reach an acceptable standard, and we intendβas with any good performance management effortβto follow-up to ensure those changes are implemented.
In other words, βIβll be watchingβ¦β
This is important, for a couple of reasons: First, this employee needs to know β really, personally understand β that your expectations are for immediate, positive performance improvement.
No better way to demonstrate that than being around to see it.
Second, you may actually βcatch themβ doing something right, in which case, thatβs a super time for a little positive reinforcement (see proselytizing above).
Never let βem see you sweat. Donβt get mad, upset, frustrated or annoyed. Treat as you would any other aspect of an employeeβs performance.
Youβve done nothing wrongβdonβt feel bad or guilty, and never assume ownership of someoneβs employment conditions when they have the power to change and control those conditions.
Remember, this too shall pass.
Malcontents generally know they arenβt the most pleasant people in the world; they typically, however, feel somewhat justified in their actions, and certainly donβt always realize the extent of their behavior.
And those who do generally succeed in being βdifficult to talk to,β so their behavior goes unchecked.
So, donβt get mad, just make them change.
And remember that Grace and Accountability can coexist.
