Organizations want to create a culture with high accountability, according to leadership development consultant Hal Resnick, yet most organizations and employees find that accountability eludes them.
In a recent newsletter, Resnick, president of Work Systems Associates Inc., describes the types of cultures that drive accountability and those that don’t.
He also provides the four essential elements that will create a culture characterized by high accountability.
Resnick, based in Ponte Vedra Beach, spent 30 years in organizational development and training. Major clients included EverBank, Wachovia, The Haskell Co., Lockheed Martin and Shell Oil, among others.
Some cultures actually suppress accountability, he said.
Here are some of his examples:
• A hierarchical culture.
This culture is a relic of the industrial revolution, yet continues to exist and thrive in many organizations.
“In a hierarchical culture, direction comes from above, based on presumed higher levels of knowledge and intelligence at the top of the organization,” he said.
Feedback is carefully controlled, often not desired and may even be punished. Employees are expected to keep their mouths shut and do what they are told, even when they know the direction is incorrect, he said.
Consequently, employees do not accept accountability for their actions, as in “I just do what I’m told,” he said.
• A culture of heroism.
Resnick said that in this culture, individuals emerge as “heroes” to save the day when a crisis emerges, often related to a major client issue.
“The hero is idolized and often rewarded and stories of heroism are extolled as part of the collective organizational memory,” Resnick wrote.
The problem is that most “heroes,” he said, actually are “arsonists” in disguise.
“They require the ‘fire’ for them to be the hero who puts it out. Therefore there is no accountability for fire prevention, only applause for heroic action to save the day,” he said.
• Excessive bureaucracy and process.
These organizations carry process and rules to the extreme. The consequence is that individuals play safe by following the rules, adhering to procedures and making decisions only as dictated by the rules of the bureaucracy, said Resnick. Personal accountability is nonexistent.
• Lack of clarity or consequences.
Some cultures allow role ambiguity to prevail, holding no one accountable since nothing is clearly anyone’s job, said Resnick.
“In these organizations doing an outstanding job or doing a marginal job often have the same outcome––no recognition, no compensation impact, employees rarely if ever get fired and career progression is based more on time in grade than actual performance,” he said.
“Accountability is left behind when performance levels make no real difference,” he said.
Resnick also outlined three sets of cultural characteristics that reinforce accountability.
He said the first is meaningfulness and common purpose.
“In organizations that are mission-driven with a clear sense of common purpose, accountability thrives,” he said. “Individuals hold both themselves and each other accountable for individual and collective performance.”
He said a second is clarity and consequences.
“Accountability is enhanced in organizations that ensure all employees have clear, measurable expectations. But consequences must be included as well,” he said.
“When organizations have compensation restrictions, rewards are provided through such tools as additional training, conference attendance, senior management visibility, the opportunity to work on exciting projects, etc.,” according to Resnick.
There is also direct consequence for nonperformance, with the courage to take appropriate action.
Resnick said the third set of characteristics is autonomy and support.
“When individuals are micromanaged they do not accept accountability. They perform as directed,” he said.
“Individuals must be given the autonomy to act with discretion in fulfilling their responsibilities. Employees must also receive the support they need — resources, coaching, decision-making authority — to successfully achieve their goals,” he said.
Resnick offers four rules for organizations to follow to increase accountability and create a culture of accountability.
• Set clear, measurable expectations.
“Most people want to be successful; they want to hit the bulls-eye,” Resnick wrote.
“But it is hard for them to hit a bulls-eye if they are not told the location of the target. Be sure that expectations are clear, and measurable objectives are set,” he wrote
• Provide feedback.
All human beings are responsive to feedback and will make course corrections when they are not achieving their desired outcomes, he said.
But employees cannot make course corrections if they do not receive both positive reinforcement and modifications where needed.
“Managers often fear giving feedback because they are concerned about the employee’s reaction. But avoidance is rarely if ever effective,” he said.
“Feedback is essential for success and for accountability.”
• Ensure role clarity.
Employees must clearly understand their role and its boundaries––what they can and cannot do and the degree to which they are expected to take initiative, he said.
In cases of shared responsibility it is important to clarify who has primary responsibility — the right to be directive — and who has support responsibility.
• Define and implement consequences.
Rewards are important for employees who accept and fulfill their accountabilities, he said.
They may be tangible rewards or a form of recognition, but they must be provided and valued by the organization.
“It is equally important that organizations have the courage to address nonperformance squarely and quickly. Taking corrective action when needed is one of the clearest messages an organization can give that individuals are indeed accountable for both their results and their behaviors,” he said.
Resnick said that organizations and employees want accountability and that the actions — role clarity, measurable expectations, feedback and consequences — will drive a culture of accountability, improved organizational performance and increased employee engagement.
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