{"id":40040,"date":"2024-03-27T08:00:00","date_gmt":"2024-03-27T12:00:00","guid":{"rendered":"https:\/\/ourpublicservice.org\/?p=40040"},"modified":"2025-05-22T18:54:59","modified_gmt":"2025-05-22T22:54:59","slug":"how-leaders-can-get-comfortable-with-accountability","status":"publish","type":"post","link":"https:\/\/ourpublicservice.org\/blog\/how-leaders-can-get-comfortable-with-accountability\/","title":{"rendered":"How leaders can get comfortable with accountability"},"content":{"rendered":"\n

Accountability can be a scary word for government leaders.\u00a0\u00a0<\/p>\n\n\n\n

We often associate the word with audits and \u201cgotcha\u201d exercises, but accountability is so much more than that. In fact, government supervisors need to embrace and get comfortable with accountability if they want to be effective at leading people and achieving results<\/a>.  <\/p>\n\n\n\n

Let\u2019s look at the bright side of accountability and how managers can gain confidence in this important competency. <\/p>\n\n\n

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Public Service Leadership Model<\/figcaption><\/figure><\/div>\n\n\n

What is accountability?<\/strong> <\/h3>\n\n\n\n

In our Public Service Leadership Model<\/a>, we describe accountability as accepting responsibility for the consequences of your decisions. But it\u2019s not only about being reactive to situations and results. The key to accountability is to be proactive.<\/p>\n\n\n\n

Leaders need to intentionally create a team culture in which accountability naturally emerges. Leaders should also recognize that accountability doesn\u2019t always mean punishment and consequences when things go wrong\u2014it also means celebrating and rewarding when things go well.  <\/p>\n\n\n\n

No wonder this is hard! So how can leaders be more proactive and get more comfortable with accountability?<\/p>\n\n\n\n

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Work on yourself first<\/strong> <\/h3>\n\n\n\n

Leaders need to check their egos and let go of the notion that accountability means determining who is right and who is wrong. Typically, this leads to power plays and blaming one another if things don\u2019t go to plan.  <\/p>\n\n\n\n

Effective leaders shift their mindset away from the blame game and toward a sense of \u201cmutual accountability.\u201d They ask, \u201cWhat can we do better or differently? What parts do you own, and what parts do I own?\u201d  <\/p>\n\n\n\n

If leaders don\u2019t accept responsibility for their role, how can they expect an employee to do so? They must lead by example. <\/p>\n\n\n\n

Commitments and expectations<\/strong> <\/h3>\n\n\n\n

Next, focus on the communication of commitments and expectations from supervisor to employee and vice versa. The virtuous cycle of accountability means commitments and expectations are clear up front, allowing each party to understand how their task(s) contribute to the expected outcome(s). Then, everyone shares in the successes and learns from the difficulties. <\/p>\n\n\n\n

Timeliness of feedback<\/strong> <\/h3>\n\n\n\n

Feedback is not like wine\u2014it does not get better with age. The sooner leaders provide feedback to an employee, the sooner the employee can improve or adjust, hopefully preventing bigger and heavier accountability conversations while avoiding preventable project errors or failures. Practice acting on your feedback within 24-48 hours; don\u2019t delay! <\/p>\n\n\n\n

Promote ownership<\/strong> <\/h3>\n\n\n\n

Finally, leaders should focus on how they delegate responsibility and support employees.  <\/p>\n\n\n\n

Real accountability does not rely solely on systems, such as clocking in and out to ensure you worked your tour of duty.  <\/p>\n\n\n\n

Real accountability means people take ownership of their tasks, their role and their results. With ownership comes action. People are more likely to take initiative, be proactive and go the extra mile when they feel ownership. Think of the difference between owning a car versus renting a car. <\/p>\n\n\n\n

Supervisors can promote more ownership by: <\/p>\n\n\n\n