Leadership Isn't For Cowards: How to Drive Performance by Challenging People and Confronting Problems

Chapter 25

Just How Much Accountability Can One Person Stand?

Blah, blah, blah—everyone is talking about accountability! We need an accountable culture. There isn’t enough accountability in the company. You need to hold that person accountable. We’ve already touched on accountability in this book, but we haven’t yet explored what it really means. Does accountability really produce its promised results, or is it just one of those buzz words that we all discuss but seldom apply? Is it overrated, or is it a new habit to which you need to commit?

It depends on whether you use it as a positive source of help or as a punishment. It depends on whether you ask great questions and give good direction, or put people on the spot. It depends on you and what you do with it. When used properly, accountability is a gift. It’s a present you should give every day in every area of your life.

For years, I had a very passionate belief about people who worked for me. I thought, “I hire people who are qualified for their jobs. I give them the resources necessary to do those jobs, and then I get out of the way and let them do their thing.” That belief got me and my employees into a lot of trouble. There was ambiguity about what constituted success and failure. My staying out of the way felt like abandonment and made me appear disconnected. Neither feeling was useful to my leadership. Had I been better at engaging, asking, and holding accountable, more could and would have been accomplished by my team. ...