If You Want Your Team to be Accountable, You Need to Climb the Accountability Ladder Yourself!

Understanding accountability and its importance

Every leader aspires for their team members to take responsibility for their words, actions, and results, whether they are positive or negative. Accountability in the workplace simply means that  individuals take responsibility for their actions, decisions, and results. It’s a cornerstone for any successful team or organisation who wishes to foster a culture where everyone is committed to their roles and responsibilities. When accountability is embraced, it leads to higher employee engagement, which in turn boosts productivity. When held accountable, employees feel empowered to identify gaps between intended and actual outcomes and take proactive steps to address them. Trust between managers and team members is built as employees reliably follow through on their commitments. Furthermore, effective communication flourishes in an accountable environment, as clear expectations and feedback loops are established.

Accountability also encourages creativity and problem-solving. When employees are responsible for their results, they are more inclined to think creatively and find innovative solutions to overcome challenges. This sense of ownership enhances individual performance and contributes to the overall success of the team and organisation.

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Climbing the accountability ladder: leading by example

For an organisation to truly embrace accountability, leaders must climb to the top of the ladder themselves by leading by example, holding themselves to the same standards that they expect. Accountability starts at the top.

Leaders set the tone for the entire organisation. Without accountability at the top, inconsistency and mistrust take roo, t creating confusion and eroding team morale. Conversely, when leaders take responsibility and give credit where it’s due, it becomes possible to  cultivate a culture of trust and reliability.

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The accountability ladder explained

The accountability ladder, developed by Bruce T. Gordon in 2007, is a tool that helps leaders and teams transition from a mindset of blaming others and making excuses to one of taking responsibility and finding solutions. This ladder has eight levels, each representing a step in personal accountability, beginning at one (least accountable) and ascending to eight (most accountable).

Levels 1-4: Reactive and Passive
Individuals at these levels often fail to take initiative and instead wait for problems to resolve themselves or blame external factors.

• Level 1: Unaware – Individuals at this stage are oblivious to existing issues or problems, often failing to recognise the impact their lack of accountability has on the team. They continue without addressing the consequences of their actions.
• Level 2: Blame others – Though aware of the situation, these individuals refuse to take responsibility, preferring to deflect blame onto others. They commonly use statements that shift accountability away from themselves.
• Level 3: Make excuses – They acknowledge the issue but avoid taking full responsibility by making excuses. This mindset prevents any meaningful progress and stifles innovation.
• Level 4: Wait and hope – These individuals are aware of the problem but choose a passive approach, hoping it resolves itself without their intervention. This passivity hinders proactive problem-solving.

Levels 5-8: Proactive and Responsible
These levels signify a proactive and responsible approach to accountability. Individuals in these stages recognise their role in addressing issues and actively work towards solutions.

• Level 5: Acknowledge reality – individuals recognise the problem and understand that action is required. This acknowledgment is a pivotal shift towards proactive behaviour.
• Level 6: Own it – They fully accept responsibility for their part in the issue and commit to learning from the experience, ensuring it doesn’t happen again.
• Level 7: Find a solution – Actively seeking solutions, they devise a plan to address the problem, demonstrating a proactive mindset and commitment to resolving the issue.
• Level 8: Take action – They implement the solution and take decisive action, showing true accountability by following through on their commitments and effectively resolving the problem.

The accountability ladder helps leaders and teams assess their level of responsibility and encourages a proactive approach to problem-solving, ultimately fostering a culture of trust and efficiency within the organisation. The turning point at Level five is crucial, as it marks the shift from awareness to active problem-solving.

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The challenges of climbing the accountability ladder

Climbing the accountability ladder is no easy feat, even for leaders. The journey requires self-awareness, responsibility, and a commitment to proactive problem-solving. One major challenge leaders face is that they often aren’t held accountable by anyone else, or the only metric for accountability is profit or revenue. This narrow focus can lead to unethical behaviours that harm the organisation in the long run.

Another hurdle is the tendency to blame others and make excuses. Leaders need to self-reflect and identify when they are not taking responsibility. For example, a leader who says, “Our team’s lack of accountability is the issue,” is deflecting responsibility. Instead, leaders should model accountability by acknowledging their role in the problem and demonstrating how to address it effectively. This behaviour sets a standard for the entire team and encourages a culture of accountability.

Human Resources (HR) can play a crucial role in fostering accountability. HR departments can establish a cultural infrastructure that sets clear expectations for leaders. However, this alone isn’t always enough. Accountability must be integrated into the company culture, aligning with the organisation’s mission, vision, values, and purpose.

Leaders can learn accountability through business coaching. Coaching helps leaders become aware of their behaviours and develop strategies to move up the accountability ladder. For example, a leader who constantly misses deadlines can learn to identify the underlying causes, take responsibility, and develop a plan to improve their time management skills.

Ultimately, climbing the accountability ladder requires leaders to stop blaming others, quit making excuses, and take proactive steps to solve problems. They must acknowledge reality, own their part in any issue, find solutions, and take action. This journey not only enhances their personal growth but also sets a powerful example for their teams, fostering a culture of accountability throughout the organisation. Crucially, this experience allows them to support their teams through their own rise to the top of the accountability ladder.

At TNM Coaching, our leadership courses are designed to teach and reinforce accountability in a positive and constructive way. We use an integrated, action-based, learner-centric approach featuring workplace coaching and a mix of face-to-face, virtual, and digital learning experiences. Join us to develop the skills needed to lead with accountability and drive your organisation forward.