I am fresh from an Accountability workshop with a great client in Denver. They get it. They are accountable. They trust each other. They know where they, as individuals and as an organization, need to improve. They have the difficult conversations. They own their mistakes and ask for help when they need it. Collaboration is expected and required. What a joy to spend the day with people who get it, and are still focused on continual improvement!
What does it mean, this word accountability? We toss it around in staff meetings and presentations. We point out how others fail to be accountable, and celebrate how we as individuals are the only accountable ones. If only everyone else would get on board.
What does it mean, this word accountability? We toss it around in staff meetings and presentations. We point out how others fail to be accountable, and celebrate how we as individuals are the only accountable ones. If only everyone else would get on board.
Well, accountability starts with self. We cannot hold others accountable until we are accountable. I proffer the following definition and distinction:
Accountability: the results / outcomes you are expected to deliver
Responsibility: the tasks required to achieve your accountabilities
Take a student for example. She is expected to earn good grades – this is her accountability. To achieve this accountability she must show up for class, study, do homework, participate in class, ask questions, etc. A chef is accountable for delivering a good quality dining experience. To do that he must focus on responsibilities such as selecting vendors with the best produce, ensuring the sous chef and other staff are preparing dishes appropriately, make sure the food looks appealing on the plate, etc. So many responsibilities go into delivering on accountabilities.
During our workshop we completed an accountability self-check based on the model presented by Patrick Lencioni in his book “The Five Dysfunctions of a Team”. His pyramid is similar to Maslow’s hierarchy of needs. An environment of trust is required before it is safe to have conflict. Conflict must be acknowledged and resolved before all parties can truly commit. It is not until we gain commitment (even when we do not agree with the decision made) that one can truly be accountable and deliver results. Take a moment to reflect of your current and desired level of accountability. These criteria were developed from Lencioni’s pyramid.
If you are interested in creating a common understanding of, and commitment to, Accountability in your organization, please contact us.
Trust
Rarely Sometimes Most of the time
I admit mistakes and missteps
I share success with my team
Team members are comfortable delivering bad news
My team can count on me to be truthful, even when it is difficult
Conflict
Rarely Sometimes Most of the time
Team members feel comfortable disagreeing with me
Conflict focuses on issues, not personalities
I communicate the same position, regardless of audience
Difficult issues are addressed openly and in a timely manner
Commitment
Rarely Sometimes Most of the time
I am clear about direction and priorities.
Staff leave meetings clear about commitments they made.
Staff have a clear connection to our mission, and how they
contribute to our mission.
The staff supports decisions once they are made.
Accountability
Rarely Sometimes Most of the time
I follow through on staff requests,
or let them know if I cannot complete their request.
The staff is comfortable holding me accountable by
addressing situations when I do not follow through.
I have regular conversations with staff to
reinforce accountability.
I address situations when a team member is not
accountable on a regular basis.
Results
Rarely Sometimes Most of the time
I clearly communicate results expected / what success looks like
I remove barriers and obstacles to success
I recognize and celebrate team successes
We communicate results and the impact on the mission
Accountability: the results / outcomes you are expected to deliver
Responsibility: the tasks required to achieve your accountabilities
Take a student for example. She is expected to earn good grades – this is her accountability. To achieve this accountability she must show up for class, study, do homework, participate in class, ask questions, etc. A chef is accountable for delivering a good quality dining experience. To do that he must focus on responsibilities such as selecting vendors with the best produce, ensuring the sous chef and other staff are preparing dishes appropriately, make sure the food looks appealing on the plate, etc. So many responsibilities go into delivering on accountabilities.
During our workshop we completed an accountability self-check based on the model presented by Patrick Lencioni in his book “The Five Dysfunctions of a Team”. His pyramid is similar to Maslow’s hierarchy of needs. An environment of trust is required before it is safe to have conflict. Conflict must be acknowledged and resolved before all parties can truly commit. It is not until we gain commitment (even when we do not agree with the decision made) that one can truly be accountable and deliver results. Take a moment to reflect of your current and desired level of accountability. These criteria were developed from Lencioni’s pyramid.
If you are interested in creating a common understanding of, and commitment to, Accountability in your organization, please contact us.
Trust
Rarely Sometimes Most of the time
I admit mistakes and missteps
I share success with my team
Team members are comfortable delivering bad news
My team can count on me to be truthful, even when it is difficult
Conflict
Rarely Sometimes Most of the time
Team members feel comfortable disagreeing with me
Conflict focuses on issues, not personalities
I communicate the same position, regardless of audience
Difficult issues are addressed openly and in a timely manner
Commitment
Rarely Sometimes Most of the time
I am clear about direction and priorities.
Staff leave meetings clear about commitments they made.
Staff have a clear connection to our mission, and how they
contribute to our mission.
The staff supports decisions once they are made.
Accountability
Rarely Sometimes Most of the time
I follow through on staff requests,
or let them know if I cannot complete their request.
The staff is comfortable holding me accountable by
addressing situations when I do not follow through.
I have regular conversations with staff to
reinforce accountability.
I address situations when a team member is not
accountable on a regular basis.
Results
Rarely Sometimes Most of the time
I clearly communicate results expected / what success looks like
I remove barriers and obstacles to success
I recognize and celebrate team successes
We communicate results and the impact on the mission