Accountability – being the change

I left you last time asking you to ponder the availability of data and organisations being stuck. Let me pick up on that theme this time.

I started to get on my soapbox about accountability during one piece of client work: reviewing their work on learning disability and autism. As an ex-NHS Director responsible for information management, I was appalled at the system’s lack of good-quality information. There are lots of thick data packs giving numbers such as 14 inpatients this month, which is the same as last month and last year – but nothing to say about how many of the 14 were the same people. I couldn’t help but ask, why, if it’s only 14, doesn’t someone know the full details and be able to take action? Apparently, nobody else had asked that question, which amazed me.

Thankfully, a few months later, whilst working on a different but similar piece of work, I came across one organisation and two people who knew about the people in and coming through their system, with amazing connections across the system. It was personal to them, and surprisingly, their performance was in a different league to similar systems. It’s not a surprise to me that it works. Taking accountability with the right data makes a difference for the people you serve.

I mention systems, and so many of you will work in systems within and across multiple organisations. System working and collaboration are major parts of working today, especially across health and care, which is a key work area for Tricordant.

System working can be another reason for accountability not being picked up; it is so easy to lose clarity on who is actually accountable and responsible for specific actions. It is common to come across SRO roles and Programme Board Chairs, often neither role being more than a figurehead (or so it appears) as they go from meeting to meeting. Who really picks up the accountability baton and becomes the champion of change?

My colleague Emma Engstrom has written recently about behaviours in organisations, and this is an area where we work extensively. This, I believe, is a significant area for accountability in so far as the behaviour style of an individual stops them from picking up the challenge of being accountable for change. Just a question, as food for thought.

Having started with the challenge of getting great data and wandered through the minefields of system working, collaboration and behaviours let me end up on the final points of culture and healthy work.

People who take hold of their individual accountabilities will create a culture of achievement around them but done in a way that creates healthy and exciting work for those with whom they work.

Will you accept the challenge and pick up your accountability? If you do, you will see change around, and you will be a champion of lasting change.

I’m always happy to connect and talk further. I would also like to take this opportunity to wish you a Merry Christmas and a Happy New Year from all the team at Tricordant. We hope you’ve enjoyed our 1-minute reads across the year, and we’re looking forward to sharing more insights with you in 2024! All the best.