Holding others accountable, especially employees, is one of the biggest and most common issues leaders face. Why is it so hard to get people to do what you want or assess performance and address issues? Why is holding people responsible so uncomfortable? I believe the core issue is this: We associate accountability with punishment.

Borne from the traditional masculine authority figure dynamic, we anticipate or associate a penalty exacted for an offense. We see this throughout society in various forms. And although punishment is a form of accountability, it isn't the type needed nor desired in business. It is neither relevant nor applicable. What we need and desire from those we lead is ownership, obligation, and investment in the outcome. We need proper accountability. So how do we nurture that desired environment of personal responsibility? To start, we must disassociate punishment from accountability.

What You'll Learn

• Defining proper accountability
  • The origin of punishment within accountability
  • Emotions and personal investment triggers
• Dirty vs clean accountability
  • Remembering the purpose of having employees
  • Divorcing emotion: loyalty, love and poor performance
• Accountability is professional commitment
  • Being held to account for ability is rare
  • The uncomfortable place of being the first
  • Clear expectations, clear agreement, and not meeting them
• Earning their way up? or earning their way out?
  • Neutral, not personal; steering clear of punishment
  • Navigate with maturity and addressing commitment
  • Sort your emotions before acting

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