Accountability is currently the buzz word in the corridors of an organisation. In a bullish market, the pressure on the managers to meet the bottom-line is less. However when the chips are down, the manager is held more accountable for the results and the bottom-line. Various metrics are created to evaluate the performance of the organisation. Everyone, at every level of the organisation, is held accountable for the results. It is unfortunate that importance to accountability is given only during these downturn times. Had it been given enough importance during the good times, we wouldn't be seeing bad times.
Accountability and responsibility are often assumed to mean the same thing. In contrast with accountability, responsibility is defined as an obligation that arises from tasks we assume, to accept the consequences arising from the results of our decisions, actions, or inactions. Being responsible involves the capacity to distinguish between right and wrong and to act accordingly.
As per Wikipedia's definition: Accountability is the acknowledgment and assumption of responsibility for actions, products, decisions, and policies including the administration, governance, and implementation within the scope of the role or employment position and encompassing the obligation to report, explain and be answerable for resulting consequences.
You often hear employees asking for more responsibility. What is less understood by people is that, with responsibility comes accountability. Being responsible is not just about getting the offical designation, but also delivering on it. If someone gives you a job to do, you can get it done by someone else, but you are still accountable for producing the results. If the job isn’t done right, the only person to blame is you, because - even though you’ve delegated the responsibility, you are still accountable.Unlike responsibility, accountability cannot be delegated or shared.
President Truman's famous quote, "The Buck Stops Here" is the most well-known statements of accountability ever made, and it leaves no doubt in anyone's mind as to where the ultimate responsibility lies. But, if you, even for a moment, blame any obstacles for your lack of success, then you've given up your accountability and you are "passing the buck".
Sometimes a very big deal is made in the organisation, when everyone talks about accountability. In my opinion,You are paid for the job you do, so it becomes your duty to deliver the expected results. Accountability in this sense is the basic expectation an organisation should have, from an indivudual. There is no shying away from it.
Stevel Covey says “Accountability breeds response-ability.” As an individual, you are accountable for making and meeting your commitments.You are accountable to abide by the values of the organisation. As a manager, you are accountable for delivering results of your team, for maintaining team work, for taking care of the aspirations of the employees. As a senior manager you are accountable for meeting customer demands, for meeting the expectations of the shareholders and stakeholders. There is no room for blame, excuses or "victim mentality" attitude.
Bringing out accountability in employees depends on the level of competence and commitments of the employees. The employees who are new in the organisation are very enthusiastic about the future and their own ability to deliver results. But they are low on competence. In such cases, the manager's approach should be directive. He should provide clear direction about tasks, expectations, responsibilities and simultaneously build a strong relationship with the employee.
Over time, the employee may become highly competent. Although competent, without commitment the employee often displays negativity and procrastination. The manager, in this case, should focus on rebuilding and restoring the relationship by using a "supportive" model of listening and engaging with the employee. The goal is to get the frustration out, so the energy can flow again.
Star employees bring experience and commitment to the job. They are able to set goals and deliver results. They are very self-motivated and self-directed.The manager, in this case, has to empower the star. Challenging goals should be identified and the employee should be given great latitude to design and develop his own approach. The manager only provides guidance when needed.
I would sign-off the blog with an excellent quote from Sir Josiah Stamp:
“It is easy to dodge our responsibilities, but we cannot dodge the consequences of dodging our responsibilities.“
Happy Reading
Ram
