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_Theres a crisis of accountability in organisations today, a crisis of epidemic proportions._ (1)

Why are leaders failing at keeping others accountable?

**82%** of participants in a workplace accountability survey say they either **try but fail** or **avoid it altogether.** (2)

But, as business coach and popular Growth Faculty speaker [**Mark Green**](https://mark-green.com/books/) warns, _“What you tolerate as a leader establishes the norm for your organisation.”_ 

Mark is a global expert on accountability with advice for leadership teams on creating a culture of accountability. In our masterclass on the topic he told us accountability boils down to one question:

In essence, accountability is 'ownership of an outcome' - not just the doing of the task. In this blog we'll explore what this means, why peer learning and leadership development play a big role, and easy steps for you to create a culture of accountability.

'What are the results you are paid to deliver through your role?'

A culture of accountability is about achieving a _**results-based**_ **mindset** versus an _activity-based_ mindset across teams at every level of your organisation.

As author of _Creating a Culture of Accountability,_ Mark Green starts by pointing to the dictionary definition of Accountable: (Merriam-Webster Dictionary Online)

1\. Subject to giving an account: answerable

2\. Capable of being explained: explainable.

This definition of accountability shows its about people being _answerable_ for the **results** they are paid to deliver. 

Focusing attention on results, not tasks, allows for more flexibility and autonomy from leaders. 

In turn, accountability leads to higher **engagement** and delivers a stronger, higher-performing team.

[**\_\_**](https://thegrowthfaculty.ac-page.com/leadershipqualities) [_**Free Overview Whitepaper To Download**: How to Create a Culture of Accountability_](https://thegrowthfaculty.ac-page.com/whitepaperaccountability2023)

What is a culture of accountability?

In business, there's an 'epidemic of letting people off the hook', according to HBR. (3) But a culture of accountability isn't out of reach. It just takes mindfulness, a bit of courage, and Mark Green's accountability lessons.

Mark starts with three building blocks of accountability based around the premise that people like their work to be noticed.

How can you create a culture of accountability?

**Expectation** I believe in you.

**Context** Why this matters (to me and/or to our organisation).

**Attention** Hey, Im watching you.

As we'll see below, if you expect _more_ of others, they will rise to the occasion. Of course, nobody's perfect but even a 20% improvement in a team member's work makes a big difference over time to the results of a company.

3 building blocks of accountability

Rewarding the right behaviours helps to build a culture of accountability. If colleagues and leaders can communicate clearly, show they care, and practise [**radical candour**](https://www.thegrowthfaculty.com/blog/radicalcandorgivingfeedback), it can go a long way to keeping employees engaged and productive.

We know an employee who feels 'engaged and inspired' is [**125% more productive**](https://www.thegrowthfaculty.com/blog/multipliersanddiminishers) than the unsatisfied staffer. (4)

So, work down this list to improve the accountability results in your team.

Behaviours that improve or ruin accountability

Get the right people on board. Leadership author and researcher Jim Collins believes the _single most important thing_ across all aspects of leadership is the principle of first who.

> _It is first the right people, right people in the key seats, then drive the bus._

(Note: For higher level leaders, including CEOs and C-suite executives, there is an in-person [Good to Great® Immersion Workshop with Jim Collins](https://thegrowthfaculty.com/events/a02RG000002EGYsYAO/overview/?campaign_id=701RG00000ALpCMYA1&promo=Blog&type=Affiliate) in Chicago, U.S., in October 2024. This is exclusively for executive teams and numbers are limited.)

So, try to fill your organisation with mostly A-players (or [**impact players**](https://www.thegrowthfaculty.com/blog/LizWisemanImpactPlayers) as Liz Wiseman calls them) - they will have the right mentality to reinforce responsibility and accountability.

Hire the right team

_"What is expected shapes what happens." -_Human Psychology website

Mark says it is vital to show you have **high expectations** of someone, instead of a toleration of mediocrity. Studies have shown that someone's high expectations of us goes a long way to improving our behaviour and our performance.

Have high expectations

Be **transparent** in your communications, instead of playing your cards "close to your chest (or vest)." Not divulging enough detail doesn't help accountability. Neither does infrequent communication. Mark says that until your team literally **rolls their eyes** and finishes your sentences for you, you're not repeating yourself enough.

Communicate clearly

Be quick to course correct. It's more effective than a slow response to change. Accountability is about being proactive, making **constant changes** and staying on an approximate line, says Mark.

Often, accountability only shows up when it's too late to do much about it. The Workplace Accountability Study found 80% of those surveyed said feedback was something that happened to them **"only when things go wrong"** or **"not at all."**

Monitor performance and progress

Look for the answers not the culprit. When you "take someone to task" it sounds like a blame game. So be clarity-driven instead of doing any finger pointing. In other words, make accountability about being driven to find **root causes** for issues, and not naming and shaming. This is very important for the team to maintain cohesion.

Focus on the right things

Make a plan. Every project or task benefits from **disciplined planning** instead of taking action before a plan is in place. To hold people accountable, planning is critical so that a time frame for completion is understood and the parameters of the project or task are clear.

Also, plan who is responsible for results. Here's another way to phrase it: Jim Collins says that for every important activity there should be One Person Ultimately Responsible (an O.P.U.R.).

> _To increase accountability, ensure people know what they are the OPUR_ _of._ - _Jim Collins_

Plan with discipline

A culture of accountability prioritises accountability practices across the whole organisation. There are **3 types of accountability:**

1\. Role accountability

2\. Process Accountability

3\. Leading by example

What are the 3 types of accountability?

_What is expected of me in my role?_ In a culture of accountability this question can be answered by everyone who holds a role. Mark has a simple tool to help.

* Write on a small card: **Job title, KPI** $i.e. gross margin as measured in $$$ and **three most significant outcomes** for this role: $i.e. gross margin, customer satisfaction, number of 'A players' on operations team$.

Key points to note:

- The card focuses on results, not activities.

- Each card is created by role, not by person.

- The card asks: _What is your role funded to deliver?_ Also, priorities and the \#1 KPI.

Cards are shared and discussed as a team and the executive team must be aligned. Remember, there is only one card per role $some staff may hold three cards$.

Role accountability

Use design. Don't let people feel like they've been thrown in the deep end. Build accountability elements into your leadership, planning, and execution processes. Mark offers the **5 rules to implement:**

1\. **Single point accountability** If more than one is accountable then no-one is. Clarify who is accountable for the result (see O.P.U.R. above).

2\. **Plans before action** Who, what, why, when before you start. Use the question _As measured by what?_ i.e. What does good look like?

3\. **Transparency** Does everyone know what's going on? Even the bad stuff?

4\. **Communication rhythms** Major projects and processes should have their own rhythms, as should your key metrics.

5\. **Continuous Course Correction** Help people to learn to think more steps ahead. And 2nd and 3rd order consequences.

Process accountability

Accountability starts at the top. All eyes are on you **all the time** and it shows the importance of [**leadership development**](https://www.thegrowthfaculty.com/blog/leadershipdevelopment) **.** So ask yourself, what are my own deeds, and what behaviours am I tolerating in others that are inconsistent in what I say I want?

In addition, Mark asks leaders to agree/disagree with these personal statements:

**I live my own values** (If observed for two days, what would others observe)

**I honour my own priorities** (Importance of family, exercise etc)

**I am coached/mentored for my own growth** (Am I leading by example as to how I am growing myself?).

**I am accountable for my decisions and outcomes** (Are you always accountable for your outcomes or do you blame or externalise?).

As Patrick Lencioni taught us in his interview on [**The Five Dysfunctions of a Team**](https://www.thegrowthfaculty.com/blog/fivedysfunctionsofateam)**,** if the leader is not willing to hold people accountable for poor behaviour or results then the others will think "Well, _I'm_ not going to do your dirty work."

As we know from [**social learning theory**](https://www.thegrowthfaculty.com/blog/sociallearningleadershipdevelopment) , people are highly influenced by, and observant of, the behaviour of leaders and colleagues. Leading by example and having [**peer learning**](https://www.thegrowthfaculty.com/blog/8benefitsofpeerlearning) sessions on accountability can help a lot.

Leading by example

Accountability is about taking ownership of what you're personally responsible for in your role. It is not about the busyness or the time spent at your desk. It's about understanding what **outcomes** are yours, and yours alone. Once an employee or an executive understands this thoroughly, and works steadily to improve their results, they become a more productive and valuable part of your company.

Therefore, it is on leaders to make sure every employee has this mindset - a results mindset, knows what their role is, and what the expected outcomes of that role are. Leaders need to continue to grow and learn, and encourage their teams to do the same.

Summary

They say that when organisations are **moving fast**, there's rarely enough time and space for informal training and support, particularly for managers.

Our [immersive live virtual learning program](https://thegrowthfaculty.com/) with Growth Faculty membership is one option to consider when researching how best to develop leaders.

Growth Faculty recently launched a good value [Enterprise plan](https://thegrowthfaculty.com/#plans) for larger companies to develop leadership skills in teams of 20 or more employees.

For higher level leaders, including CEOs, there is an in-person [Good to Great® Immersion Workshop with Jim Collins](https://thegrowthfaculty.com/events/a02RG000002EGYsYAO/overview/?campaign_id=701RG00000ALpCMYA1&promo=Blog&type=Affiliate) in Chicago, U.S., in October 2024. This is exclusively for executive teams and numbers are limited.

References:

1 & 2. CEO and chief researcher Roger Connors, Workplace Accountability Study, 2021, Partners in Leadership

3\. Darren Overfield and Rob Kaiser, 2012, _'One Out of Every Two Managers Is Terrible at Accountability'_ , HBR

4\. Bain & Company, from Instride's 2021 article: _'10 Employment Engagement Statistics You Need to Know in 2022.'_

How to create a Culture of Accountability

Mark Green's expert methods to improve accountability and productivity

Keep informed
Stay Inspired

How to create a Culture of Accountability

Mark Green's expert methods to improve accountability and productivity

Keep informedStay Inspired

Keep informed
Stay Inspired