Leadership is a Relationship

CHAPTER 1The Right Amount of Tension (Accountability)

We've all been on both the giving and receiving end of accountability. Chances are you've had plenty of experiences when “being held accountable” felt lousy. Maybe it was a boss who didn't understand the complexities of your job and blamed you for things outside of your control; maybe it was a justified reality check from someone who needed you to know that you weren't doing your best. As more and more of our professional and personal lives are assessed by algorithms and star ratings, accountability can become more punitive than productive. We have to be able to hold each other to standards, and we have to do so in a way that nourishes our communities, our people, and our relationships.

In this chapter, we make a case for accountability that's as effective as it is compassionate. We talked to an Olympic champion, a coach, and a CEO about practicing accountability in their relationships. Leaders shouldn't become micromanaging pests to create accountable cultures. If they instead focus on understanding the people around them and the situations they face, smart leaders can use accountability to benefit everyone. If we commit to a shared purpose and expect great things from each other, we can exercise accountability as an instrument of communal improvement.

Leadership Is a Choice

Kerri Walsh Jennings is one of the most successful beach volleyball players in history. Over a 20-year professional career, she's won three world ...