Leadership that does not set an example of personal accountability for bad results is not leading.
It might be easier to avoid holding someone accountable in the short term, but in the long run, avoidance usually results in a big headache.
It’s really hard on a team when a “team member” does not do their “part” and others are left to rescue, fix and save with no time to address the behavior of the slacker.
The word “shared” in an activity that requires personal accountability and ownership for results without fault, blame or guilt causes a problem. “Let’s share the decision making on this.” How about let’s not!
You have no doubt heard the term “button pushing”. Has anyone ever pushed your button? Button pushing is pretty common in personal relationships. Over time, we may learn exactly how to push our spouse’s button and act all innocent when they react. It is a strange kind of power over someone when it works.
If you are challenged by all there is to do on your team and find yourself rescue, fixing and saving much more than you would like to because it all has to be done to meet deadlines and customer expectations it might be time for a Venn diagram time out to SHOW the team that it isn’t just you being overwhelmed or dramatic.
Rewarding “not being accountable” more than being accountable lies at the heart of what ails us. How early do we learn about personal accountability, if ever?
The most effective agreement is written. The written agreement specifies who will do what, and by when. As with a contract, everyone involved signs the written agreement and agrees to comply. Everybody gets a copy; everybody buys in, and that buy-in makes it far more likely that everyone will honor the agreement.
The person who leaves accountability education with a mindset of “I hope these people were listening because they really needed it” is the one who needs it most.
A good friend of the boss is not being held accountable. What to do?
How important is accountability in the senior executive suite? Not much gets done without it. Most hospital’s profit margins are small; around 4% with about 30% of hospitals overall operating in the red. Administrative costs are excessive, and to a large extent, the waste and inefficiencies can be traced to leadership. The reason is that…
When Melissa asked Tom for his data, again, Tom responded flippantly that he would get it to her when he was done with the analysis. Melissa resented Tom. When she tried to pin him down to a due date, he would make it seem like she was being controlling and stupid.
In frustration, Melissa sent an email to Tom’s manager, copying Tom, outlining her concerns about the amount of time Tom was putting into the analysis and how it was holding up the overall project.