| Accountability is one of those principles of | | | | accountability for results. Micro-managers define |
| business that is an important foundation of | | | | the activities that are expected and then hold |
| organizational culture but is easily shrugged off as | | | | employees responsible for performing those |
| a buzz-word. Ask someone in your organization to | | | | activities. However, accountability for results |
| define accountability, and you may hear any | | | | requires room for judgment and decision-making. |
| number of answers, from "I don't know" to | | | | Someone can't be accountable for an end result if |
| "following the rules." You might even see some | | | | someone else tells him what to do and how to do |
| eyes roll. | | | | it. Ultimately, it is the end result that forms the |
| Accountability is rarely explicitly defined, whether | | | | expectation upon which accountability is based. |
| for the organization as a whole, or for the | | | | Who is accountable? |
| departments and teams that work within them. | | | | Next, assign who holds the responsibility for the |
| While a well-designed performance management | | | | result. Ultimately, accountability is not shared. A |
| system may hint at the underlying accountability | | | | manager who has taken on responsibility for a |
| philosophy, rarely does an organization define the | | | | result may delegate that responsibility to an |
| daily act of accountability, even for its leadership | | | | employee, however the manager does not give |
| team for whom it is most important. | | | | up the accountability for that result, nor does she |
| What is accountability? A quick search at reveals | | | | truly share the accountability with that employee, |
| the following definition: | | | | since they are accountable to different people. |
| iddot;ty [uh-koun-tuh-bil-i-tee]: the state of being | | | | Accountable to whom? |
| accountable, liable, or answerable." Certainly, it is | | | | Everyone is accountable first to himself. The |
| an obvious answer to the question, but it does | | | | result must be achieved within the scope of one's |
| not shed much light on what it means for people | | | | own personal values, ethics and abilities. Identify |
| in organizations to be accountable. | | | | the party or parties who have a stake in the |
| Intuitively, everyone has a sense of what | | | | outcome. If there is more than one stakeholder, |
| accountability means to them. A warehouse clerk | | | | determine if the expected outcomes are the |
| is accountable for accurate parts inventory every | | | | same. If the expectations are different, then an |
| month. A human resources director is accountable | | | | agreement should be made between the |
| for ensuring the company heeds employment | | | | stakeholders on how those outcomes are related. |
| laws. A CEO is accountable for business results. | | | | What are the consequences? |
| For each of these examples, the word | | | | Accountability is meaningless without |
| "accountable" could be replaced by "responsible." | | | | consequences, positive or negative. The concept |
| Each person is responsible for achieving a result. | | | | of holding someone accountable comes in here. If |
| Yet, accountability means more than responsibility. | | | | someone accomplishes the results they promised |
| There is a sense that other people are involved. | | | | to achieve, then he should be recognized for that. |
| The same CEO is accountable to shareholders. | | | | If someone misses his target, then he should at |
| The warehouse clerk is accountable to his | | | | best not receive the recognition, and at worst he |
| manager. The human resources director is | | | | should be penalized. It is important to define the |
| accountable to the employees. Accountability | | | | consequence up front. |
| requires that someone has a stake in whether or | | | | Accountability is not conditional. Accepting |
| not the desired result is achieved. | | | | unconditional responsibility means there are no |
| In fact, the person who is responsible for the | | | | excuses and no one to blame, even if events are |
| result also must have a stake in achieving the | | | | beyond one's control. Also, accountability for |
| outcome. There must be a consequence - | | | | results means activities are not enough. It is not |
| positive or negative - based on whether or not | | | | enough to execute activities perfectly if the |
| the outcome is achieved. | | | | desired outcome is not achieved. If people receive |
| The basic definition of accountability, then is: | | | | the expected reward for trying hard, then |
| Accountability is a promise to yourself and others | | | | accountability will not work. If the organization |
| to deliver specific, defined results, with | | | | wants to reward risk-taking or trying hard, then it |
| consequences. | | | | should be done outside of the original |
| The process for assigning accountability asks four | | | | accountability agreement. |
| questions. Answer the questions within the | | | | How accountability is assigned and followed up in |
| following guidelines. | | | | your organization defines how results-oriented |
| Accountable for what? | | | | your organization is. Explicitly defining accountability |
| Accountability starts with an outcome, a result | | | | and setting clear guidelines for holding people |
| that needs to be accomplished. It is important to | | | | accountable can go a long way toward achieving |
| distinguish between responsibility for activities and | | | | results. |