“it’s funny,” Byron thought out loud. “You always ask me, as the manager, about my contribution to the problem. Immediately, I always think – Who? Me? I didn’t contribute to the problem.”
“And, what have you discovered when you deny accountability?” I asked.
“I just have to stop. I have always confronted my team with blame-colored glasses. When I realize that I am the one accountable for the output of my team, everything changes. When I realize that I am accountable for the output of the team, I take ownership. Ownership is a powerful stimulant for caring about my team. Constructive coaching automatically follows, not because I have to, but, because I am accountable.”
“And your team?”
“They change too. They are no longer on the receiving end of blame, but are now, part of a team, supporting me, as their manager,” Byron nodded.
“And did that change happen because you circled the team to sing a song?”
“No, it happened because we got clear about accountability.”
Tom; Great points! I will add that expecting accountability from direct reports also requires solid skills at communication of expectations and proper delegating. Often managers and business owners don’t communicate their expectations and wind up taking back work in order to be accountable to getting things done. This action comes as a response to frustration with the employee but they may not realize that they needed to be accountable for clear communication of expectations, deadlines and delegation.