Understanding Accountability and Expectations

Summary

The reality is that, individuals are accountable for their own behavior. However, leaders and managers also have accountability for the organization. Whether it is a matter of perception, experience, willingness, choice, or some other factor or influence, what someone else does or doesn’t do is up to them. What you do in response to their behavior is up to you.

The Challenge of Influence

The reality is that, no matter how informative, persuasive, or “right” you may be, you won’t be able to be 100% effective in convincing people to do what you want them to do, to select the best thing for them, to make a sound business choice, to stop expecting different outcomes from doing the same things, or to see things your way. Whether it is experience, willingness, choice, or some other factor or influence, what someone else does or doesn’t do is up to them. They are accountable for their behavior, but you ensure the organization delivers on commitments.

Keep Commitments

Agreements and Obligations

Anyone who enters into a deal must actively honor their commitments. For instance, each party imposes specific expectations when a company secures funding from investors, creditors, or the government. Investors provide capital with the expectation of substantial returns. They also anticipate some risks but trust the company to manage them wisely. Creditors, such as bankers, lend funds with clear terms, expecting the business to allocate the money for the agreed purpose, like expanding operations. They also demand adherence to loan covenants, such as pre-approval before borrowing more money. Similarly, the government grants and loans come with requirements, including meticulous accounting records that comply with regulations. The government also mandates spending funds only on approved items. So, each stakeholder actively monitors the company to ensure compliance and protect their interests.

Terms and Conditions in Practice

Those seem to be pretty straightforward situations and rules. Company X agrees to do or not do Y in return for money to build the business and agrees to the stated terms and conditions. Those terms and conditions translate into business practices and activities that management and employees must execute. The agreements make them the responsibility of the company and its team. These things are requirements. No one can say it is “too much work”, “someone else’s job”, “too complicated”, “unfair”, or “fill-in-the-blank excuse” for the organization because the company has accepted the rules.

The Burden of Leadership

Accountability in Leadership Roles

In the new tradition of looking for someone else to be responsible, not everyone will “get it.” If you take on a leadership, management, or accountable role in the organization that has accepted the strings, those strings get tied to you in your role. You cannot pass the responsibility and liability on, even if you look to subordinates, consultants, or “someone else” to do the work. If you are in “the seat”, then whether you choose to understand or not, when the music stops in the game of musical responsibility chairs, you may be left standing, which is NOT a good thing.

Communicating Accountability and Responsibilities

If you are the one with the task of conveying the message, of getting everyone to “get it,” and they seem not to be, chances are they do, but don’t want to admit it. They are attempting to grab a seat and leave you standing. Don’t get knocked out of the game by those who do not want to acknowledge the strings tied to their roles. Instead, communicate frequently and directly the roles, responsibilities, and expectations related to any activity, agreement, or relationship. Ignorance is bliss only until it bites you in your accountabilities.