Tuesday, December 7, 2021


It is important to run a high-performance business with shared accountability or collective accountability that involves shared ownership, empathetic communication, and continuous improvement.

Organizations are different as they have different cultures, different structures and they compete in different markets, they have a different strength and scale. To achieve higher than expected business results, shared accountability or collective accountability involves shared ownership, empathetic communication. 

The true measure of accountability is about resilience. You will be held accountable" is on the face of it; you have the freedom to do whatever needs to be done, and the responsibility to ensure you do your best to bring about a good outcome.

Accountability in self-management and teamwork:
Digital organizations are flatter, to close the accountability gap by improving cross-functional collaboration, accountability is conducted inward, in that the team respects and supports all team members while successfully completing the work. If one is accountable for a certain result, the individual has to be empowered. Of course, that does not happen all the time, so the onus is on the individual to come up with resources and tools required. Accountability chains can be enforced by agreement of management and employees at the different layers of organizational hierarchy. Usually, the vision would be set by the top management team, and that vision can lead to transformations in different business units for which the heads of the business units will be accountable, and perhaps also responsible depending on the culture and structure of the organization.

A professional is responsible for his/her actions. He/she should be accountable to his/her company, to himself/herself or his/her conscience. Accountability is teamwork, people are accountable for their own words, and their own commitments. They should be accountable to themselves. However, sometimes they forget or get distracted or overbooked. In the end, one should be accountable for their words with no external impetus. But that is not always the case. The accountability refrain is then: "you said you could get this done, and I depended on you doing it, and you haven't done it." The manager serves as a reminder or 'nagger' about their commitments to help hold people accountable.

Performance management system that enforces accountability:
At its core, performance management is about creating a work environment that helps your company meet its business goals by enhancing disciplines and accountability. It's more than just a collection of tools and processes, although there are many that can help you meet your goals. The digital mind behind “the hyper performance magic” is holism, encouragement, empathy, appreciation, accountability or people-centricity, etc. Performance management is no longer just the static tool for assessing the past performance of employees, it can be used as a means to develop the digital-ready workforce. It should be sustained and monitored at constant intervals to ensure robustness. It should strongly encourage employees to self-evaluate performance, encourage autonomy, discovery, and continuous improvement.

Performance management needs to be transparent and objective, understood by the entire organization. It should promote teamwork, rather than micro-management. The digital organization is hyper-connected and interdependent, business managers need to shift their mindset from developing performance management processes or implementation to developing holistic performance management solutions. It is important to have leaders own the problem, and thus, be accountable for figuring out the premium solution. They need to fully understand the issue and decide how to remedy it. The measure of accountability implies resilience which is determined not by whether an individual or a team makes a mistake or not, but on how quickly they can recover so that customers, teammates, and others aren't negatively affected by the breakdown. So accountability further improves organizational effectiveness, resilience and performance.

Accountability needs to be well embedded in the organizational culture
: Culture is collective mindset, attitude, and behavior. Consistency fosters accountability. To build a high performance workforce, behaving accountable is the result of a culture of authenticity with values that need to be organized and nurtured. Knowing who you are and how you react and respond in different situations can help you understand and improve cognitive, relational and assertive actions you take on a day to day basis and enforce accountability.

The leaders and managers should be more interested in finding "causes," not interested in assigning blame, in order to build a culture of accountability. True accountability focuses on learning to do things differently, rather than punishment. Accepting responsibility is when we prove our values and build our trust. Shared accountability or collective accountability involves shared ownership because most breakdowns stem from silo behavior where people aren't coordinating, communicating, solving problems or making decisions in a way that considers consequences to others.

Organizations inspire learning and encourage autonomy. It is important to run a high-performance business with shared accountability or collective accountability that involves shared ownership, empathetic communication, and continuous improvement.


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