A Story About Being Accountable
Early in my career, I worked for a marketing company characterized by a toxic culture of
finger-pointing, blaming, and victim mentality. Meetings often devolved into heated arguments, with team members avoiding responsibility and prioritizing self-interest. Client interactions were chaotic, marked by missed deadlines and excuses rather than proactive problem-solving. The company was losing money and its reputation suffered. The CEO sought a quick fix by calling us in, hoping for improved productivity and efficiency.
It didn't take more than a day or two surrounded by this struggling team to understand what their issue was: accountability. Starting at the top, the CEO was quick to point out all of the achievements of the company and find a way to link them back to himself and his exceptional leadership. When I pointed out all the areas in which the company was struggling, he was quick to throw his employees under the bus and list all of the reasons (excuses) why things weren't getting done as they should.
After a day or two of analysis and observation, we sat down for a strategy session. I could tell the CEO was excited for me to gather all the employees, show them what they were all doing wrong, and offer a quick-fix action plan to get everybody back on board.
Unfortunately for the CEO, that's not how it went. We had a long and difficult conversation about how championship teams start with great leaders. And that great leaders take responsibility for their actions and inspire accountability in their teams. We emphasized the importance of fostering a culture of transparency, open communication, and mutual respect. Rather than placing blame or seeking quick fixes, I proposed implementing systematic changes to address underlying issues and empower employees to take ownership of their work.
He didn't like this conversation very much. Together, we developed a plan to redefine the company's core values, focusing on collaboration, integrity, and continuous improvement. I worked closely with the CEO and management team to facilitate leadership training, establish clear expectations, and implement processes for feedback and accountability.
Accountability isn't something that you can learn by reading a book or taking a class. It's a character trait that has to be learned, and unfortunately, many adults struggle to develop it fully. It requires self-awareness, humility, and a willingness to accept responsibility for your actions and their consequences. For many adults, ingrained habits and beliefs can make it difficult to embrace accountability, especially if they have grown accustomed to avoiding accountability or shifting blame onto others.
We’re happy to report that after some extensive training, a lot of soul-searching, hours of phone calls, and in-person meetings, the CEO was able to see how his poor leadership and lack of accountability were bleeding into the rest of his organization. He took this very seriously and did a lot of reflection and work to unlearn his old habits and adopt a new leadership approach centered on accountability and transparency.
Once he was able to embrace accountability as his core value, it trickled down to his managers and down into his entry-level employees. This made a significant impact on their productivity, efficiency, client interactions, and overall success.
Unfortunately, not all stories like this have a happy ending. Without a genuine commitment to change and a willingness to challenge ingrained beliefs and behaviors, it becomes difficult to overcome long-standing issues and foster a culture of accountability. This can lead to continued dysfunction, missed opportunities, and ultimately, the stagnation or decline of the organization. We’ve seen it happen many times, and it’s equal parts frustrating and heartbreaking.
This week, we challenge you to do an honest self-reflection about whether or not accountability is one of your core values. Looking in the mirror and actively looking for your weaknesses is never fun or easy, but it is a critical part of your growth journey. Pay close attention to the people on your team and how they respond to mistakes and failures, and pay even closer attention to whether or not they accept responsibility for their actions or find excuses to justify them. Then ask yourself if they’re following your example.
A lack of accountability is one of the most common contributing factors to a failing organization. It’s better to look for it, point it out, and fix it than to ignore it and deal with the consequences.
