Connecting the Dots...Accountability and Engagement

In nearly all the work I do in organization development, leadership coaching and training, I hear a demand, or a cry, from leaders for more “accountability.” If you are a Manager, you are likely nodding, at least internally, at this.  “Accountability” is inserted in to strategic goals, leadership programs and discussed at executive team meetings.  Frustrations with lack of follow through, unwillingness to come on board, lower quality work or results than expected, and blame throwing are just some of the reasons driving this focus.  These managerial frustrations are real, and drain energy, time and inject emotional stress in to the workplace.  The area of accountability requires attention and is of genuine concern when it comes to organizational results, productivity, and future growth. We need and want employees to own their work, take responsibility, do what is expected and produce results. 

There is a side of this issue, however, that we sometimes ignore in our fervency to make the world around us more accountable.  Part of the issue is that when we start asking what people mean by accountability, the definitions vary widely.  More often than it should, the definition comes down to people are not doing what I want them to do. That is a manager issue.

Take a close look at where you hear strong messaging around the need for accountability, and you will likely find lower than desirable engagement scores.  What can happen is that management wants people to be more accountable, but ironically shifts the responsibility for that off their own leadership.  A key responsibility here is to be an effective manager who has earned the ability to influence others to stay motivated, inspired, competent and committed. 

However, we typically move to compliance, enforcement, or exposing data that might embarrass some into acting as a means to step up accountability.  While these methods have a place and are needed in measure, what managers can do to motivate and inspire their teams gets sadly disconnected from the issue of accountability.  When a person is inspired, motivated and committed, accountability is usually not a big issue (unless integrity is a significant concern). The underlying challenge here is that managers who are stretched thin and doing their best to meet demands and expectations, often do not have the patience or the time to invest in well…managing—helping to create a meaningfully motivating environment where people are valued and encouraged to do their best.  I cringe as I write this because my empathy kicks in, knowing how difficult it can be for managers to focus here, especially with challenging employees, and production or delivery pressures. 

Regardless, it will be well worth the investment in the people management.  Some progressively applied, time tested approaches, which focus on gaining a greater understanding of what truly motivates, inspires, recognizes, and builds competency in your team members, might just drop accountability down closer to the bottom of your leadership to do list.