I begin this post by expressing my thanks to the many wonderful people who responded to my post on Authenticity. I felt very vulnerable when I pushed the publish button. Your respectful responses encouraged me and increased my confidence in my vision for each of us to become more open and caring with each other. I especially want to thank those who disagree with my point of view. You demonstrated a great level of maturity and regard for others. I am encouraged by the prospects of our future association. I am confident that we can build on our similarities while continuing to respect our differences without need of converting each other to our own points of view. Thank you!
My thoughts now turn to another of my favorite leader behaviors, that of Accountability. It is the behavior that outwardly demonstrates our commitment to being our best as a leader. It is a sign of our maturity as a leader, for when we are accountable, we cannot blame anybody else for our individual actions. Being accountable means being answerable for our own behavior. It is true that some circumstances make it harder for us to lead, but being accountable positions us to make a difference.
Knowing this, makes it difficult for me to understand why the word "accountability" is often used as tool to blame others. We have all heard somebody ask, "who is accountable for what is going on here?', which we all know when translated means, "who is to blame for this mess?" I think it is so, because it is a buzzword that we use and so it has lost some of its meaning.
There is an exercise that I use in groups called the "Helium Stick." This deceptively simple teamwork activity often provides a great example of what I am talking about. The group is asked to form two lines facing each other. We then place a long, thin rod on the group's index fingers. We tell them that the goal is to lower the stick to the ground. In the early stages of the exercise, the Helium Stick has a habit of mysteriously 'floating' up rather than coming down, causing much laughter. After a while though, members of the group start to wonder who is raising it instead of lowering it. It is interesting to hear the blame that goes on until the group finally starts to work together.
For the record, Webster's Dictionary defines accountability as "the obligation or willingness to accept responsibility for one's actions." Notice that there is nothing in the definition to suggest a relationship with the actions of others. It simply states that it is an individual's responsibility.
The Language We Use
Think of a person who you consider to demonstrate high levels of accountability. What is it about that person that makes you see him or her as accountable. I am fairly certain that part of your answer will be the language that the person you are thinking of uses when the going gets tough. It is a solid indicator of their leadership style. It is not only evident in times of crisis, but also duing every day activity. The types of questions they ask demonstrate this more than anything.
Very rarely will you hear an accountable person ask why things are dysfunctional. They really don't care why, all they want to find out is what they need to do to bring functionality back. So they ask, "What can I do to fix this problem?" or "How can I be an influencer in this situation?" They are actively pursuing solutions and leaving the causes for somebody else to study. They know that only thing they can change is what they control so they are not looking to fix somebody else. As a result, we become inspired by their leadership and our desire to follow increases.
Questions Are The Key
The questions we ask ourselves are the real key to increasing our levels of accountability. I am sure there are many effective questions, but there is one that I find to be the most effective. Everyday, we encounter problems that set our work back. It is normal for us to look for the causes, and I would agree that it is at times very important to know what is causing the problem. Too often we look for who is causing the problem and not what is causing the problem. This is why I believe the question I am referring to is so important. It really is a simple question, but its power is amazing. The question; "what is my contribution to the problem?"
When I ask myself this question, I enter into a new phase of awareness. I begin to see how I can contribute to the solution. I see what I need to stop or start doing to make an impact. Once I see this, I begin to see how I can make things change. It really doesn't matter if I am the Leader with a "capital L" or just one of the team members. As soon as I begin to act in this manner, I begin to demonstrate my leadership skills. I begin to be seen by others as a leader because I am demonstrating the personal quality of accountability.
Here is where the magic occurs. I don't need to ask others to be accountable, because my own individual accountability is contagious. People see me working towards solutions instead of blaming and they naturally want to be a part of that. They want to add to the success and they begin to look for ways that they can personally contribute instead looking for some place to hide.
Your Individual Responsibility
I am sure, that like me, you have attended many classes, seminars and lectures on the topic of accountability. How have you applied the learnings you gained by those experiences? I invite you to ask yourself the following question. What am I doing now to become more accountable? Make sure you hear your voice when you ask this question. It will be most powerful if you do.
Life is good!
760-559-3548
