A culture of accountability makes a good organization great and a great organization unstoppable. ~Henry Evans (author of Winning with Accountability)

“If people would just do their jobs.” That’s a statement I hear frequently. Because managers and leaders are frustrated with things not getting done, lagging priorities, or work being completed “incorrectly” (which could have many different meanings). The statement that follows is typically, “There’s no accountability.” The speaker implies that there are no consequences so that same behavior continues.

Hold on to your hats managers and leaders, because I’d like to flip that perception of accountability on its head. The implication is that “employees aren’t accountable.” However, maybe the real issue or challenge is that managers and leaders aren’t providing what I call, The Rhythm of Accountability^TM .

I’ve spent a bit of time researching what’s been written about accountability. The vast majority of authors focus on “the conversation.” In other words, how to have the conversation once you believe someone needs to be held accountable. In contrast, there is much less written about how to create systems, structures, processes, communication, etc. that focus on building-in accountability to the DNA of the organization. Or, the way I like to say it, The Rhythm of Accountability^TM.

Edwards Deming, known as the father of the quality movement, taught that any time the majority of the people behave a particular way the majority of the time, the people are not the problem. The problem is inherent in the system. I’m suggesting, ironically, that leaders and managers should be held accountable for building an accountable system. And, not be so quick to point the finger at employees.

What does The Rhythm of Accountability^TM look like?

First and foremost, if an organization has a Rhythm of Accountability^TM expectations are both clear and shared. “Expectations” is not referring to the list of responsibilities included in job descriptions. This is referring to all of the expectations that are frequently unspoken but create the foundation for how work gets done. I’ll begin with just two examples (there are many more!).

Meetings. What is commonplace for meetings in your organization? Do you have shared expectations for meetings that support and encourage accountability? Is every meeting required to have an agenda? I know, that sounds like Meetings 101, but people get busy, in a hurry, etc. and many meetings are held without an agenda. Does every meeting have an objective? Is it clear how decisions will be made in that meeting? Is it clear what decisions you are making, what needs additional learning, what needs to be remembered, what action items are to follow, by whom, and by when? Etc.

Feedback. This is not referring to performance reviews. Instead, is asking for feedback practiced in your organization on a daily basis? Examples: What one thing could I do to improve this proposal? What external barrier have I forgotten to address in this marketing plan? Etc.

Recently, at the conclusion of a day-long planning session with a client I asked for feedback—first positive and then constructive. What I heard when I asked for constructive feedback was quite telling, and informative to me as a consultant. I heard literal gasps, and even one loud whisper, “She just asked for negative feedback!” If you’re wondering, yes, this organization struggles with accountability.

If people don’t feel safe asking for constructive feedback, it is much more difficult for them to be accountable. You haven’t given them a Rhythm of Accountability^TM when it comes to feedback.  

What’s your Rhythm of Accountability^TM?

If I visited your organization this week, would your Rhythm of Accountability^TM be obvious? Would I “feel the beat, the tempo, and the pace” when I interacted with employees or sat in on a meeting? Or, would I sense uncertainty, fear, and hesitancy resulting in chaos?