So, we’ve all heard the word “accountability” bandied about, right?
You know – 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 there’ll be hell to pay.
It doesn’t have to be that way—and 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!) 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.
It’s like, “Is 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? 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 isn’t about fear; it’s about trust.
It’s about making the space where people want to be responsible. You create the right environment, offer support, and then… 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? Let’s 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 – 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, “…people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” (That’ll make you all warm and squishy inside)
Start with the easy stuff:
1:1s: These aren’t status or operational updates disguised as meetings. Sit down with your people, ask questions like, “What’s working, and what’s not? How can I make this easier for you?” It’s 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 “How’s everything going?” with no hidden agenda.
Then there’s this trick I call “interim deadlines.” Think of them like GPS checkpoints on the way to the final destination. Little progress markers that make everything way less intimidating.
Say there’s a report due in two weeks. Instead of saying, “Get this done,” and hoping for the best, try asking for smaller check-in points. “When would be a good time for us to check in?”
And here’s 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 isn’t a buzzword
Want your team to really take ownership of their work? Let them know—clearly— that failing isn’t 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 “What the hell were you thinking?!” try “Walk me through your thought process—how’d you arrive at that decision?”
A trick for building trust: celebrate the messy middle. Acknowledge progress, even if it’s imperfect. When people feel genuinely safe to try, they’re more likely to own both their successes and their missteps.
Give ‘em autonomy
Don’t you hate it when your boss (or spouse?? never mind…) tells you what to do every second of the day? Teams feel the same way. Accountability gets a foothold when they’ve got some freedom to make decisions—and are expected to stick to them.
Of course, autonomy doesn’t 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. Let’s stop treating it like a dirty word; it’s not about micromanaging or nitpicking, it’s about an environment of ownership and trust.
So next time someone says, “Let’s hold people accountable,” flip the script. “I’ve got a great idea, let’s instead create a culture of accountability. An environment where accountability isn’t forced—it’s simply the natural way people work.
Crazy talk, isn’t 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 – 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 won’t 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 – 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 – 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.
It took me a lotta years to learn a lesson that everyone else knew but me. And I wasted a lot of time and energy on fool’s errands fighting my way forward or dragging my heels kicking and screaming to prove everyone else wrong.
Once I tell you what it is, you’re likely to chuckle to yourself and think: Duh! I could’ve told him that!
Here it is: I’m not in control of everything.
In fact, I’m only able to control a very few things, and I’m not particularly good at those.
At work, that can be a problem, because our and our company’s success depends on other people doing what we ask them to do. And we don’t control what anyone else thinks, feels, says, or does.
Worse yet, no one wants to work for a controlling boss.
We intuitively know there is a host of outside influences to our company’s success that we can’t control: natural (and man-made) disasters, the weather, global pandemics, government regulations, the past and future, etc. While knowing it doesn’t keep us from being concerned about it, that’s why we make contingency plans for when things go wrong. It’s what keeps a crisis from turning into chaos.
But worrying about things we don’t control is a waste of time and energy.
People, on the other hand…
Ultimately, what other people say and do is out of our control. So, what should we do, throw up our hands in defeat when someone’s behavior blocks the road to success?
Of course not. That’s where influence plays a key role in our leadership. Yes, manipulators influence others, too – to their own advantage or to serve their own purpose; leaders use their influence for the good of the organization.
Think of influence – like emotional intelligence – as a superpower that you can use for good or evil. Leaders use it for good.
If you’ve been a reader of At C-Level for any length of time, you know that people don’t do what we ask for three reasons: they don’t know how, we won’t let them, and/or they don’t want to. We may control the institutional roadblocks that keep them from being able, but we can only influence what they know and what they want to do.
And only we can control how we exert that influence.
As leaders, when we leave others feeling cared about and that their efforts contribute to success – both theirs and the organization’s – there’s a better chance than not we’ll see a positive change in behavior.
On the other hand, if what we say and do feels like manipulation to others, well… I don’t know about you, but I don’t respond well to manipulation.
And then there’s the big, bad world. If we rail about The Man about something we have no control or influence over, we’re wasting our breath. It doesn’t even really make us feel better.
And how we feel is something only we have control over.
Trust me; I know it’s hard to let go. Especially for us control freaks (you know who you are). It takes effort and has to be intentional. To this day I keep a reminder on my desk to separate what I can control from what I can’t.
Bottom line: control what you can, influence what you need to (to benefit the organization), and stop fretting over the other stuff. Don’t spend needless energy or resources when you’re actually out of control.
As a seasoned (beats “old”) 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 hell…? But that’s 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? That’ll bake your noodle…
I can get carried away with movie references, sorry.
I mean, think about it – 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 – 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; it’s 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 – 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, there’s 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 – 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.
Friday, January 10th was National Quitters Day. Always the second Friday after New Years Day, Quitters Day is the day people are most likely to decide to quit their New Year’s resolutions.
(Look it up – I don’t make everything up.)
I suspect it’s because people who decide to stop drinking want to go out and party after missing a weekend, but I’m not a researcher. And I digress.
Speaking for myself, there are plenty of behaviors I should stop doing in my personal life, and since my daughter is about to have our first grandchild, now seems as good a time as any.
Speaking as a leader, I quit a number of behaviors a long time ago, because I learned how detrimental they were to successful team performance and how hurtful they can be to individuals. Some I learned by trial and error, and some were brought to my attention.
The latter was usually painful, so maybe you can learn vicariously from my mistakes. These may not all resonate with you, but here are a few behaviors I needed to quit that were a surprise to me:
Showing favoritism. Never in a million years did I think I was playing favorites. I thought I was just treating my high performers like high performers and my slugs like slugs. What I learned was how you act toward someone has nothing to do with how you assign work or recognize accomplishments. There’s a big difference, and I’m different now.
If that might sound like you, quit playing favorites.
Being unapproachable. What?? Me?! I had a clear open-door policy: if I wanted you in my office, my door was open. From feedback I got, that didn’t even begin to scratch the surface. I wasn’t approachable: if I was busy, in a hurry, in a bad mood, or if someone was easily intimidated. What I learned as the leader of a team was being approachable was (and still is) one of the most important behaviors a leader should exhibit. It comes with being a good listener, encouraging, empowering, and if need be, forgiving.
Quit being unapproachable.
Setting unclear expectations. I knew what I wanted done, and I told them what they needed to do. It seemed clear to me. The results were predictable: their failure to meet expectations resulted in my frustration. It took a high performer to finally open my eyes. She didn’t know the results I was looking for, the purpose or what would be done with the results, or when I wanted them by. Apparently, she couldn’t read my mind.
A tip: not everyone is as smart as you. I recommend you quit setting unclear expectations.
Pretending to know when I didn’t. Guilty. And I knew I did it. After all, what leader wants to look stupid in front of their team. What I didn’t know was that I already looked stupid in front of the team, because someone did know and soon, everyone else would know but me. Follow that?
Not only do pretenders lose respect and trust, but there are also a host of negative consequences that come along with making bad decisions or recommendations because you don’t want to admit you don’t know. On the other hand, acknowledging a gap in your expertise and asking for help shows honesty and humility. And that produces respect and trust – the currency of leadership.
If you’re a pretender like I was, quit it!
I don’t know what behaviors you need to quit exhibiting, but I do know there’s an easy way to figure them out. Try this:
Think of the very worst leader you’ve ever had. Now think of the behaviors that made them the worst and the way they made you feel. Quit doing those.
Now think of the best leader you’ve ever had and the behaviors that made them the best. Start doing those instead.
No better time than the start of the new year to give yourself a little leadership tune-up.
Or you can keep doing the same thing and getting the same results.
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, I’ve put together ten important lessons going forward that really stood out.
These aren’t just theories from a textbook—they’re 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 exec—a rising star on paper—who 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.Lesson 2: Protecting Poor Performers is Risky
When you keep a struggling leader (particularly a senior leader) too long, you’re not just losing 𝑤ℎ𝑎𝑡 𝑐𝑜𝑢𝑙𝑑 𝑏𝑒–productivity, performance–you’re actively damaging 𝑤ℎ𝑎𝑡 𝑖𝑠.
Your credibility takes a hit, and the whole team knows it.
It’s a slow leak in your leadership boat–eventually, 𝑒𝑣𝑒𝑟𝑦𝑜𝑛𝑒 𝑔𝑒𝑡𝑠 𝑤𝑒𝑡.
Address performance issues head-on, particularly within leadership. Your team will thank you for it (trust me on this).
Lesson 3: Echo Chambers are Dangerous
Want to hear something uncomfortable?
Growth, progress, improvement–all require 𝑐ℎ𝑎𝑛𝑔𝑒.
And yet we are frequently surrounded with voices that whisper “we’ve always done it this way” in our ear.
Those comfort-seeking echoes? They’re the death knell of progress.
When everyone’s nodding, 𝑠𝑜𝑚𝑒𝑜𝑛𝑒’𝑠 𝑛𝑜𝑡 𝑡ℎ𝑖𝑛𝑘𝑖𝑛𝑔.
Lesson 4: Similar Challenges, Different Scopes
That unique leadership challenge keeping you up at night?
𝑆𝑝𝑜𝑖𝑙𝑒𝑟 𝑎𝑙𝑒𝑟𝑡: It’s likely not as unique as you think.
From C-level to front-line supervisors, managers, and team leads, I see the same core challenges play out–just with different dollar signs attached.
𝑇ℎ𝑒 𝑣𝑖𝑒𝑤 𝑐𝑎𝑛 𝑐ℎ𝑎𝑛𝑔𝑒 𝑤𝑖𝑡ℎ 𝑎𝑙𝑡𝑖𝑡𝑢𝑑𝑒, 𝑏𝑢𝑡 𝑡ℎ𝑒 𝑔𝑟𝑜𝑢𝑛𝑑’𝑠 𝑠𝑡𝑖𝑙𝑙 𝑎𝑡 𝑡ℎ𝑒 𝑠𝑎𝑚𝑒 𝑝𝑙𝑎𝑐𝑒.Lesson 5: Leadership Improvement is a Ratchet
Here’s the thing about leadership growth–there’s no “back” button.
Once you level up your leadership game? That’s it. Your new baseline.
Your team isn’t thinking “wow, she’s better than last year, hope it sticks.”
There’s a quote frequently attributed to John Wayne, “𝐿𝑖𝑓𝑒 𝑖𝑠 ℎ𝑎𝑟𝑑; 𝑖𝑡’𝑠 ℎ𝑎𝑟𝑑𝑒𝑟 𝑤ℎ𝑒𝑛 𝑦𝑜𝑢’𝑟𝑒 𝑠𝑡𝑢𝑝𝑖𝑑.”
Whether he said it or not, the premise is true: If you don’t know what you’re doing, leadership can be harder than it needs to be.
𝐿𝑒𝑎𝑑𝑖𝑛𝑔 𝑖𝑠 𝑙𝑒𝑎𝑟𝑛𝑖𝑛𝑔–𝑡ℎ𝑒𝑟𝑒’𝑠 𝑛𝑜 𝑠ℎ𝑜𝑟𝑡𝑐𝑢𝑡.
Wrap-up
These lessons might seem simple or even obvious.
But as with most leadership stuff, the hard part isn’t figuring them out; it’s putting them into practice.
You must do the heavy lifting yourself.
The best leaders I’ve come across this year weren’t necessarily the smartest or the most charming—they were the ones who knew these truths and acted on them over and over again.
Leading isn’t about getting it perfect; it’s about getting better.
It’s 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.
I’d really love to hear your thoughts on your 2025 leadership journey.
Oh, and before my inbox fills up—no, 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 “we’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 – It’s not just about age anymore. Remember that impending wave of senior leaders nearing retirement? It just crested. A combination of “enough of this, I’m 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 – 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. Stay informed, stay adaptable, and stay laser-focused on leading your team, regardless of who occupies the Oval Office.
