Accepting accountability and making a difference

Last time, I left you with the challenge of thinking about whether you embrace the accountability that your job role gives you and whether you currently use that to make a difference. I want to develop that more in terms of why I believe you should.

In doing some research for these writings, I did a quick online search for what others think about accountability, from the straightforward dictionary definitions to others who work in the business space.

Personally, I like these:

KPIfire, in their quote, also go on to say, ‘If we make accountability a positive word, we can start to change the behaviour of our teams from cautiously ‘padding’ their goals, to ultimately achieving their goals.’

These quotes resonate entirely with my thinking, and I hope my behaviours. The desire to be a ‘get things done’ person and to see genuine, lasting, and sustainable change with one real focus – to make the lives of others better. That can be team members and, of course, our clients, customers, patients, service users – whoever you ultimately exist to serve.

I trust you get my point.

The question I am left with is why I do not come across great examples of this in our work. I know they are out there, and I have come across some, but just a few. Maybe I am not looking hard enough or just in the wrong place at the wrong time, and inevitably, there will be some truth. However, that can also be used as an excuse and cover-up for not truly accepting accountability and doing something about it.

Please remember what I said last time: This is not manager bashing, but I am seeking to support and help change. Sometimes, though, it takes some straight talking.

Talking with one of my colleagues the other day, we discussed the issue of clients who seem satisfied with a ‘pretty plan on a page’ or a ‘good read strategy’; neither of which will make a jot of a difference if not implemented and used as an instrument of change and improvement. Often, these can be developed with surface-level work and not really ‘digging into’ the real issues.

People and organisations can get stuck, and this, I think, is one of the great barriers to accountability being fully exercised. One of the factors for this is the lack of really good and insightful data. You may have reams of charts and numbers, but do you have solid information on developing a successful change agenda?

I will leave you with that thought to ponder and will pick up from here next time.