blogPeter Bregman in his article “The Right Way to Hold People Accountable” discusses different approaches to accountability in organisations. An important thread through the article, and foundation of our High Performance Framework at The Futures Group, is this notion of accountability. Without it, planning, preparation and leadership will likely prove ineffectual if leaders and team members don’t hold themselves personally accountable for achieving individual and organisational goals.

From experience, I strongly agree with his assertion that it’s not just about assigning blame nor is it about being given a set of tasks to accomplish. True accountability is about taking responsibility for an outcome. To do this, Bregman outlines five key facets:

  • Clear expectations
  • Clear capability
  • Clear measurement
  • Clear feedback
  • Clear consequences

 

 

 

 

 

 

This approach is critical in ensuring that staff are not only clear on what’s expected of them, but also that they are adequately resourced to achieve the task at hand (both in terms of skills and practical resources). Having clear measurements in place to track success and providing regular constructive feedback is also necessary to ensure outcomes are achieved. Finally, there needs to be clear and reasonable consequences if the outcome is not achieved and suitablereward if it is.

Accountability is the cornerstone of a high performing organisation. Bregman’s article makes a great case for not only encouraging the right kind of accountability, but also making sure that we cover off on all the facets of accountability in order to achieve the best result.

What have been your issues and challenges in relation to ensuring staff are accountable? Please feel free to comment in the section below.

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