DEFINING ACCOUNTABILITY

Blame game or recipe for betterment?

By ALLISON ROGERS

What is accountability? I recently ran into a statistic online that suggested a startling 80 percent of people understand accountability in the workplace to be synonymous with punishment. Accountability, when you look up the definition of the word, is “the obligation or willingness to accept responsibility or to account for one’s actions.” That could sound ominous, to some. But to see that 80 percent of people believe accountability in the workplace to equal punishment suggests there’s something deeply flawed with everyone’s understanding of the word.

Accountability is not a negative thing. Doesn’t it feel nice when you’re praised by someone for a job well done? That’s accountability; the complimenter gives the roses of accountability to the complimentee. But nowadays the small and medium-sized wins are so rarely appreciated that accountability has become a terrifying word—a word on a new employee contract promising you’ll be called out for every single thing you do wrong.

You can argue that the “big wins” are always celebrated. But when big wins become common, people will start to forget them. Many leaders are guilty of ignoring a win if it is even marginally smaller than the last. Every win must be grander if you want to ensure a pat on the back for your efforts.

That’s how accountability has become linked to blame, rather than constructive feedback, consistent betterment and praise. We’ve lost sight of true accountability—the type that inspires a team to work together to find solutions to any hiccups; to strive to be the best they can be, because they know they’re appreciated and that they will reap the rewards of their efforts. The type of accountability that acts as roots for positive work culture; the kind of accountability that produces results. Creating a culture of open communication is essential. Feedback should be constructive and always aimed at behaviors and actions rather than personal criticism. Avoid pointing blame with statements like, “you always do this!” and instead address the action causing the problem. People need to understand their areas for improvement without feeling attacked to foster a willingness to improve, ultimately embracing accountability. Mistakes must be viewed as learning opportunities. No one should ever be singled out for a mistake or made to feel stupid for not understanding. When individuals know they can learn from setbacks and won’t be made to feel silly for a screw-up or simple question, they’re more likely to engage in accountable behaviors without fear of punitive repercussions.

Most importantly—leaders play a vital role in shaping culture. By demonstrating accountability in their own actions—acknowledging mistakes and taking responsibility—leaders set a positive example for their teams. When leadership practices accountability, it encourages others to follow suit, reinforcing a shared commitment to personal responsibility.

In a culture where accountability is viewed positively, individuals are more likely to take initiative, learn from their mistakes and collaborate effectively. This shift not only enhances individual performance but ultimately drives organizational success. Worth a shot, right?!

As we move forward, let us commit to redefining accountability as a pathway to improvement, cultivation and excellence. In doing so, we can create workplaces that are not only productive but also enriching, where every individual feels empowered to own their journey.