Leaders Build a Culture of Accountability

The job has to be done.
That’s why people are employed.
That why there are duty statements.
That’s why positions can be referred to as ‘manager’.

Managers have objectives. They need all the team members to perform in a way that the objectives are met on time and hopefully on budget.
Or there’ll be consequences.

To meet objectives manages often ’micromanage’.

Of course, at the simplest level, this can involve telling the team member how to do the task, invariably it means regularly checking on progress. Implied in failure to meet the objectives, can be a threat of some sort, perhaps even limiting their career growth.

For leaders, a far more effective and indeed simpler approach, is to build a culture of accountability.

Building this culture in the first instance is directly related to the First Practice of The Leadership Challenge: Model the Way. The leader has to do what he says he will do. Every time.

As the recipients or beneficiaries of this behavior, team members will most likely adopt this modeled behavior.

Likely, they will recognize that by always being accountable for what he says he will do, the leader is building credibility and trust among the team members.

They will then will emulate this behavior.

Leaders can also set the ground rules. Here’s is a simple way this can be done:

“Ahmed, I have a task that needs to be done in the next three days. Here are the requirements, this is the outcome I want and I need to have it done by 10 o’clock on Wednesday morning.”

The leader then describes the requirements.
“I know that if you have any problems in meeting this time-frame that you’ll come and talk to me about it won’t you?”
“I also know that if you have any questions along the way you’ll come talk to me about it won’t you?”

Likely, the team member will say ‘yes’ to each of these questions.
“And along the way, I’m not gonna be checking in on you because I expect that you’ll be fully capable of meeting both of these two criteria and that you’ll deliver it to me on time and in the best way it can be done. Is that OK?”

The leader makes it very clear that he’s not going to micromanage.

Of course, if the team member doesn’t deliver on these, the leader will likely say:
“Ahmed. I think we need to talk. And you can perhaps explain to me why you didn’t do what you agreed you would do.”

The leader could, in the discussion, say “ Ahmed, you let me down. I trusted you.”

Of course, when Ahmed does complete the task in the time desired, and does a great job, the leader, most likely in front of the other team members, will say:
” Great job Ahmed. I thought this was going to push you beyond what you thought you could do. And you did it well and on time, Thank you. Well done.”

Leaders never miss out on The Fifth Practice of Exemplary Leadership : Encourage the Heart.

When hearing this, the other team members will know they will be treated this way also when they have proven their accountability.

And we know trust goes both ways.

Not one syllable of micromanagement in place.

If you were to live to be 100 years old, that would be 36,500 days that you would’ve lived on this earth. But of course the inevitable can happen at any time and not all of us are going to reach 100 years.

It’s often been said that if you were to live each day is if it was your last, you would make the most of every moment on this life.

So are you as a leader, leaving every day positively for you and for those around you? If that were so, what a wonderful legacy you would leave if your departure from this earth was sudden and unexpected ?

Of course, because of what they gained positively in their relationship from you as a leader that would translate into ongoing positive behaviors for them to share the legacy that you have left behind.

And this is another example of the ripples that might be created with a single stone dropped into the ocean and potentially the ripples could travel around the world.

As a leader who met a sad and sudden demise, the behaviors that you demonstrated as a leader prior to this sudden event, would be a wonderful positive and inspiring legacy.

As a leader, you make a difference every day. What if you wanna make a positive difference every day and live to be 100 years old
If every day you lived that positive life as a leader, the recording of each day, in the ledger of life would be inspiring to everyone around you… And beyond.

Yes, unexpected passing from this life does occur to leaders.
It also occurs to manages.
And although every life that passes, there is sadness left behind of far greater impact when it is a manager, the legacy they leave behind is imbued in the behaviors of those he or she has led and are now left behind.

That legacy then creates an energy, lived through everyone’s life who has experienced the leadership of the leader who passed.

And what if the leader leaves the organization, moving to another?

Yes, of course there will be sadness that the individuals in the team are no longer experiencing the wonderful leadership that he or she delivered.

And just as if the leader passed from this life, all those left behind will want to emulate the wonderful leadership that they have experienced and learned from every day.

It’s up to you what legacy you will leave behind.

Just imagine what would happen if every day you were the best leader you could possibly be.

You’re a Leader - Wherever You Are.

Where are you a leader?

Do you put your leader jacket on before you leave home?
Maybe you become a leader when you walk in the front door of the building where you work.
Perhaps you wait until one of the team seeks your help.

No. If you choose to be a leader, you’re a leader – all the time.

When you understand that leadership is a set of behaviors, , leadership is the way you walk through life.

Wherever you are, you’re a leader.

And it’s not hard.

How hard is it to live your values all the time, wherever you are? If honesty is a value at work, you’’re not going to pack the hotel bathrobe into your suitcase as you’re packing to leave the hotel (By the way, that’s a crime.)

How hard is it to do what you say you will do - to your children, your parents, your best friend and of course your partner?

How hard is it to share with others your belief of a future that’s better for all of us?

How hard is it to always be looking for better ways to do things, to make life better for you and of course those around you.

How hard is it to encourage others to be better than they thought they were, to enable them, so they show themselves and others what they are really capable of.

How hard is it to recognize others for the good things that they do? That might even be a positive comment to the checkout operator in the supermarket, about what they’ve just done for you. Or someone in a customer service situation going beyond what they might normally do, just for you.

There are opportunities for most of us many times a day to tell others how well they are doing.

You are a leader and everything that you do every day is a reflection of your leadership.

It’s not just when you’re sitting in the corner office - with the door always open -.it’s also when you make your team feel proud about their achievements.

Once you decide to be a leader, you’re a leader.

Your vulnerability, and your authenticity, your relationships with others, even your purpose in life is with you. That’s what leadership does for you: you take it with you wherever you go.

And as a leader, you leave a positive impact on those you interact with… those you are leading.

Even in the shortest interaction.

Where are you a leader?

Do you put your 'leader jacket' on before you leave home?
Maybe you become a leader when you walk in the front door of the building where you work.

Perhaps you wait until one of the team seeks your help.

No. If you choose to be a leader, you’re a leader – all the time.

When you understand that leadership is a set of behaviors, leadership is the way you walk through life.

Wherever you are, you’re a leader.

And it’s not hard.

How hard is it to live your values all the time, wherever you are? If honesty is a value at work, you’’re not going to pack the hotel bathrobe into your suitcase as you’re packing to leave the hotel (By the way, that’s a crime.)

How hard is it to do what you say you will do - to your children, your parents, your best friend and of course your partner?

How hard is it to share with others your belief of a future that’s better for all of us?

How hard is it to always be looking for better ways to do things, to make life better for you and of course those around you.

How hard is it to encourage others to be better than they thought they were, to enable them, so they show themselves and others what they are really capable of.

How hard is it to recognizing others for the good things that they do? That might even be a positive comment to the checkout operator in the supermarket, about what they’ve just done for you. Or someone in a customer service situation going beyond what they might normally do, just for you.

There are opportunities for most of us many times a day to tell others how well they are doing.

You are a leader and everything that you do every day is a reflection of your leadership.
It’s not just when you’re sitting in the corner office - with the door always open -.it’s also when you make your team feel proud about their achievements.

Once you decide to be a leader, you’re a leader.

Your vulnerability, and your authenticity, your relationships with others, even your purpose in life is with you. That’s what leadership does for you: you take it with you wherever you go.

And as a leader, you leave a positive impact on those you interact with… those you are leading.

Even in the shortest interaction.

“Well, I report to my boss. So I guess that’s who I’m responsible to.“

Well, that’s the answer from my manager and indeed the extension of that is that you are responsible to your manager.

The question is “You’re a leader…”

Let’s use the analogy of a ship’s captain.
And for this example, let’s just consider that he has received indications of a significant storm due in the next few hours.

The captain is involved in making critical decisions that impact directly on the safety of the crew and of course the passengers.

In this case these are his first responsibility.
Then, of course, he has responsibility to the owners of the ship that he is captaining

.
And each crew member has responsibility for their fellow crew and the safety and well-being of the passengers.

In every other context in which all leaders are working together, at different levels, they are responsible, vertically, up and down.

They are responsible to the next leader up the line.

And they are responsible to each person they are leading, or who sees them as a leader.

Is there a conflict here? How can I be responsible to the person ‘above’ as well all the direct reports ?

And who takes priority?

It’s a little bit like the six-year-old boy who said to his father “I can’t get the balance right “.

His father asked “what do you mean, the balance, what balance?”

The boy replied “Well, when I’m with you, I love you. But when I’m with mum, I love her.“ (True story.)

As the exemplary leader is going to be living his values, his Integrity will guide him to make sure that there is no compromise in his relationship with the team or his manager.

And if there is an issue which is directed at him from his manager, which might relates to his team members, his responsibility is to listen to his manager, and we’re practical and reasonable, to defend and protect his team members.
If a directive from his manager he’s not able to be changed and he’s going to impact negatively on his team, the leader will convey this news with honesty, authenticity, and of course empathy.

But as far as possible, in all ways, the leader will be showing support, guidance, empowerment, and of course appreciation to the team members.

After all, that’s who he - or she - is responsible for.

Leaders, face challenges, quite often daily.

The book - regarded one of the top 5 leadership books of all time - written by Jim Kouzes and Barry Posner is, after all, called The Leadership Challenge.

Change can come unexpectedly.
It can wear unexpected guises.
It can begin in a heartbeat - and set the heart racing.

Those who manage change, effectively are nimble, adaptive and welcome the positive aspect of every change.

A key leadership attribute here is understanding the importance of intentional acting rather than just firefighting.

In The Leadership Challenge, The Five Practices provide a clear, even immutable pathway to guide change to a positive outcome. When leaders follow this and the team members know the support they always get, there are few resisters to the change.

The framework of The Five Practices ensures there are few, if any, casualties along the way.
Always, when there is a clearly articulated, shared vision of the future, and the leader reminds them of the future and the journey they’re all on together, change is embraced and challenges overcome, as mere potholes on the road forward.

And of course, when the leader and all team members, who know that they, too, are leaders, actively Challenge the Process, almost as a mantra, to find a better way, to learn from mistakes, to share the learning when dealing with change and challenges, change is welcomed as an opportunity and they rigorously overcome challenges.

It’s as if the leader and the team have become the ‘teflon team’ and are further strengthened with each challenge.

100 Episodes - That’s a Lot of Leadership

100 episodes – that’s a significant milestone.

The three of us are proud of this achievement as we continue to celebrate the globally recognized leadership development program: The Leadership Challenge.

This week, unlike the previous 99 episodes, which are always a conversation between us, we each make our individual contribution.
Firstly, a brief background of the leadership challenge.

Then Fiby reminds us of The Five Practices of Exemplary Leadership. These Practices underpin the entire program and 40 years of ongoing workplace research continues to confirm their place as fundamental for exemplary leaders world-wide.

Each of us then highlight the three episodes which had the most individual impact.

Leadership does make a difference.
* Leaders inspire.
* Leaders drive performance
* Leadership is at the core of engagement.

Three memorable conversations highlighted by three of us - nine powerful episodes.

Of course, all episodes had impact.
And we’re planning the next 100.

And to finish our 100th, we talk about how we can help you and your organization through leadership workshops and coaching.

We’re most grateful for all our viewers and listeners. Without you it would have been… lonely. Thank you !

The leadership journey continues.

We would love to have you with us all the way to the next 100.

Do You Trust YOUR Leader ?

“Trust him ? Depends what day of the week it is.”
“Depends what he wants me to do for him. “

Does he trust you?

“Same answers. ”

The term ‘engagement’ is often used as the measure of behavioral commitment in teams - highly engaged equals highly productive.

Their number of factors individuals behaviors that combined to make a measurement or assessment of engagement.

Trust between members of the team and the leader is a critical element.

Leadership is a relationship and the glue in any relationship, being in the workplace or outside is trust.

In The Leadership Challenge by Jim Kouzes and Barry Posner, Jim Kouzes says : Trust trumps everything.

The term “He’s got my back” or variations on that, I somewhat cliché, but in reality it means trust is embedded in the relationship.

And when trust is in place, there are no shades of trust. “I know I can trust him. “is regarded as absolute.

When a leader says, “I’ve asked this staff member to complete this important task and I know he’ll do it well and on time” there is no questioning that this won’t be achieved.
Even if the word isn’t used, the belief that “I trust him” is implicit.

Performance moves to another level when all the relationships in a team built on trust trust.

Engagement is strengthened with all team members knowing that with trust comes support if it’s needed.

Of course, trust is built by actions and the response to those actions which occur over period of time.

Brake trust – and you’re done. Second chances don’t come easily.

Repairing bruised or broken trust is never easy - “I’m sorry, I didn’t mean it” doesn’t cut it.
Sometimes trust can never be regained. Even though it is built by a series of often small actions, once broken those small trust building reactions have lost their credibility.

And of course, trust goes both ways.

When this exists, all team members will likely know that potential outcomes for the team have a multiplier effect, in terms of results.
Everyone knows that what they individually do to build and validate the trust, provides them with an environment where they are supported totally.

In The Five Practices of Exemplary Leaders in The Leadership Challenge, each Practice helps build or reinforce trust.

Two examples: in Model the Way leaders ‘live their values.’ What trust can I have in you if you don’t live your values, say, of integrity, of honesty, of teamwork. It is called Model the Way - the FIRST Practice - for a reason.

The Third Practice - Enable Others to Act - how will you feel if I, as your leader, give you an opportunity to perform in an area which you thought was challenging, beyond you even. You will likely feel not only does my manager believe I can do this, but he trusts me to achieve the outcome.

Maybe trust isn’t the glue in the relationship: let’s call it the ‘Super Glue’.