Have you ever worked for a leader who made a mistake, a bad decision, or didn’t know the answer to something and, rather than admit it, they deflected it by blaming someone else, justifying it, or acting like it didn’t happen? This lack of accountability happens all too often in the workplace and it undermines trust, engagement, and communication. Leadership accountability is at the heart of any organization’s ability to achieve optimal performance and build a strong culture.
Workers today place a higher premium on their leaders walking the talk and being more accountable. At a time when we continue to experience accelerated change, increased complexities, growing pressures, and competing priorities, demonstrating accountability as a leader couldn’t be more critical. In fact, accountability was one of eight key factors driving positive work-related outcomes according to McKinsey & Company’s The State of Organizations 2023 report. The report also found that organizations with high leadership accountability tend to be healthier.
Without accountability, even the most talented and well-intentioned leaders fail. They fail to meet their performance goals, develop their teams, hire top talent, coach their employees, communicate clearly, and optimize performance. In short, they fail the business overall. This is a lot of failings, but when leaders are committed to achieving optimal performance by aligning their thinking, behaviors, and attitude with their words, they can avoid these kinds of failures.
I’m a big believer that leaders are the thermostat in any organization—meaning they have the power to set the right temperature and create the right environment for how things are done and how people are treated. Here are five behaviors that matter the most for leaders to demonstrate accountability and make a real impact on team performance, personal relationships, and the success of the organization.
Consistency matters
Being predictable is okay. The reality is employees want to be led. They want to work for a leader who provides them with guidance and helps them navigate the terrain of uncertainty and change. When people know what to expect from you and how you’ll respond, it enhances engagement, increases satisfaction, and improves decision making . . . all of which leads to greater productivity. I asked more than 50 people what it meant for a leader to be consistent. The most consistent responses were:
“They do what they say they’re going to do.”
“Who I see today is the same person I will see tomorrow.”
“They are steady and reliable.”
“They communicate expectations and manage them.”
“They do the right thing over and over again.”
So, ask yourself: Would your direct reports say these things about you?
Taking ownership matters
Leadership accountability requires a personal commitment to honesty and integrity. That means owning up to your part when things go wrong, admitting when you don’t know something, and apologizing when you make a mistake. I don’t know about you, but I’ve worked for those kinds of leaders who made mistakes and bad decisions and then deflected them by blaming, justifying, or denying the truth rather than admitting it. As I stated already, that kind of leadership undermines trust, engagement, and communication.
Here’s a personal example: Recently, I was expecting a team member to complete a project within a certain time frame that was a critical deliverable for a client. As I checked in with him on the status of the project, he responded that he hadn’t received a report I’d promised to send and that it was impacting his timeline for completion. I could’ve sworn I’d sent it, and I insisted to him that I had. But when I checked my email, there it was, in my drafts and unsent. I had gotten distracted and totally forgot to send it because of my hectic schedule.
I immediately told him I was sorry and owned that the project may get delayed because I didn’t follow through. Then I went a step further. I called the client myself to explain that we needed a few extra days to complete the project due to my hectic schedule. I didn’t blame my team member, and I didn’t make excuses. I owned up to it. Ultimately, the project was completed on time, and the client was very pleased.
Simple phrases that can be used in these situations include:
“I was wrong.”
“I made a mistake.”
“I don’t know.”
These phrases are perhaps three of the most underutilized—yet among the most impactful—phrases a leader can use. I urge you today to add those three important and impactful phrases to your vocabulary and be willing to use them.
Sound decision-making matters
Every day we have to make decisions. And as leaders, those decisions can affect our direct reports, customers, colleagues, and ourselves. Unfortunately, far too many leaders are guilty of ineffective decision-making or the avoidance of making decisions altogether.
This is one of my strong skill sets, so let me share what works for me:
- I have a “personal board of advisors.” These are people I might trust, who are smarter and more successful than me, and who have “been there and done that.” I use them as a think tank, sounding board, and resources for informing my decisions. And yes, this can and has included my direct reports. Don’t be too proud to ask for input and to leverage the experience of others around you.
- I always revert to the goal and the purpose. What are we trying to accomplish and why? We should figure out what’s most important, who will be affected, and the consequences, as this helps us make sound decisions.
- I’ve learned how to balance my emotions with rational thinking and a steady head. This is also known as emotional intelligence. It is especially important when times are hectic, stressful, or difficult. Even when I’m upset, I have learned to take a timeout before making an important decision. Making tough decisions is a part of every leader’s role, and you don’t always have the luxury of a do-over.
- I finally conquered the analysis paralysis. Before making a decision, I used to think and think and think to the degree that it would paralyze me from deciding promptly. And you can imagine how frustrating that was for my staff and others. I conquered it by accepting that I won’t always have all of the information that I need to make a decision. I learned to lean on my personal board of advisors and to trust my experience and my gut.
- Making a decision. Even if it’s not the best one, making a decision is better than not making one at all.
Providing feedback matters
One of my worst experiences was working for a leader who got her thrills from criticizing, devaluing, and making people feel small. She was inconsistent in sharing feedback and rarely had anything positive to say. It was always difficult to know where you stood with her, yet she would hold you accountable for results and outcomes. Needless to say, everyone was miserable under her leadership.
Eventually, I moved on to another company. It certainly taught me what not to do. But thank goodness for the last leader I had the pleasure of working with for six years. I call him my best boss ever. Contrary to the bad leader, he taught me what providing feedback effectively looked like. He created a very positive work environment. I never felt berated or marginalized by him, even when things didn’t go well. He didn’t even like to use the word “criticism” because it had a negative connotation. Notice that I didn’t use the word either. He called it “coaching for improvement” or “corrective feedback.” And the way he did it was to ask me how I felt things were going on a project or a task, or how things went during a presentation. He also asked me how I could be more effective and improve. Once he heard my thoughts, he would share his.
He also provided consistent feedback, both positive and corrective. We met formally once a month to discuss projects and special assignments, but if I needed feedback before the meeting, he maintained an open-door policy. He trusted and believed in me and my work ethic and reminded me often that he hired me because of my expertise. And he relied on my expertise and experience and gave me the autonomy to do my job. He consistently offered his support and reminded me that I had a lot of talent and strengths to offer. It was never his way or the highway.
Under his leadership, I thrived. I was fully engaged at work. I trusted him and I felt valued. I gave more than was expected. I came up with lots of creative solutions and I wanted to stay. This is what giving positive feedback looks like and it’s what being an inclusive leader looks like. It’s the experience that every worker wants. And I am proud to say that I have provided the same experience to my team, who often refer to me as their best boss ever. I take pride in this title and work hard to be that kind of leader.
Communicating effectively matters
I deliver nearly 100 presentations a year. I lead a team of global senior consultants and interact with clients from around the world daily. I’m constantly communicating my expectations to my staff, communicating my firm’s value to clients, and sharing strategies and solutions that enable my audiences to implement. And every day I am influencing the thinking, behavior, and decisions of others. Along the way, I’ve picked up some ideas and best practices that have contributed to my success.
I always recognize who my audience is (the “hearers”). I acknowledge that they possess diverse experiences, expectations, and learning styles, that they come from different backgrounds, and they have different levels of knowledge. So, I’ve learned to be flexible and adaptable in my communication style to be more relatable and impactful.
I practice what I call the four “C”s of communicating effectively:
- Be clear. People should understand the goals, direction, expectations, or why something is (or isn’t) being done. Because when communication is not clear, it is hard to expect accountability.
- Be concise. Get to the point and stay focused on the key message. Don’t overwhelm or underwhelm with information—ensure that people understand what is expected.
- Be consistent. Ensure your words match your actions and communicate as often as you can. This establishes trust and accountability.
- Be credible. Give accurate, complete, and honest information that helps others make informed decisions and take action.
Demonstrating accountability as a leader is not easy—otherwise, we would see it more often—but it is a critical and necessary trait. When leaders exemplify accountability, they establish the groundwork for a positive organizational culture that values responsibility and commitment, and where mistakes are openly acknowledged with transparency.
