CEO’s Number One Problem- Accountability in the workplace

When it comes to people specific challenges, what we constantly hear from CEO’s of growing companies is – “People in my company lacks accountability”.  Lack of accountability within individuals and managers is one of the primary reason of inability to scale the company.

Image Credit: Alvin Mahmudov on Unsplash

The term accountability is used interchangeability with responsibility. The main difference between responsibility and accountability is that responsibility can be shared while accountability cannot. Accountability means how well or effectively you carried out what is expected of you.

While there could be many reasons for low accountability, the top 4 reasons why individuals & managers lack accountability are:

  1. Spending far less time in communicating why accountability is important.
  2. Setting accountability before alignment.
  3. Lack of discipline in following rituals to set the accountability.
  4. Not able to link behavior of accountability with rewards.

Spending far less time in communicating why accountability is important

Accountability is what differentiates a good company from a  great company. People are much more career-centric today than before and they want to be the part of success. CEO, functional heads, and managers spend far less time in repeatedly communicating why accountability is important, and how it’s going to impact the company growth and success.

Setting accountability before alignment

If accountability means how well or effectively you carried out what is expected of you, alignment means defining what we should achieve and what we should not achieve as a company. The first step to achieve the highest level of accountability is to start with achieving alignment from top to bottom. The experienced entrepreneurs & CEO’s know why this is important. And spend far more time to get teams aligned on operating plans and strategic priorities.

Lack of discipline in following rituals to set the accountability.

Every company who is serious about growing or maintaining the competitive edge sets some rituals to set and enhance the accountability in teams. The weekly Monday meetings are one of those rituals. Those Monday meetings fail to perform because

a) Agenda of those meeting is too broad (b) those meetings are not data-driven (c) the size of the team is too much such that not all get the opportunity to put in their point or share status or share the challenges they are facing  (d) feedback post these meetings are not captured to measure how well these meetings are performing.

Not able to link behavior of accountability with rewards

The behavior of accountability should be directly linked with monthly, quarterly and yearly rewards and bonus from top to bottom. This should not be the KPI per say to be measured but should be the parameter on which you should enable continuous feedback on. The data point generated from this should help in decision making for rewards.

Summary

  1. Communicate often the importance of accountability
  2. Align before you make people accountable
  3. Set rituals to drive accountability
  4. Reward/Punish people for not being accountable