“80% of wounds are self-inflicted.” I received this advice (or maybe it was a confession) some time ago from a senior executive client. The context was his acknowledgement that progress had been stymied in the re-organization of the operating units he led. And he had a role in it.
Personal Accountability answers the question: What did I do to make this happen?
To be accountable as a leader is to understand that what we say and do influences the actions of others. The inverse holds true as well. Leaders are both influential and influenced.
What leaders are not, however, is in total control. Each member of the team takes individual action. In turn, each team member is influenced by and influences others.
In a network of influences, it becomes easy to point the finger at someone or something else when things go wrong. Someone misunderstood our guidelines. Someone only did what they were told. Both sentiments are a shirking of personal accountability. And both work counter to creating a shared accountability to improve.
To build a culture of accountability as a leader begins with a look in the mirror.
A personal and public display of self-reflection with the team sets the tone for each team member to do the same. It creates an individual and shared learning opportunity and a collective commitment to do better.
Next time your team falls short, take it personally.
I CARE 