Tag Accountability

Creating a Culture of Accountability

Steve Keating Leave a comment

Here’s my take on accountability in two parts. Part one says every single person on the planet performs better when they have someone in their life who can hold them accountable. Part two says that almost no one on the planet actually enjoys having accountability in their lives.

I think that’s called a dichotomy. Accountability is what we don’t want; it’s also what we most need if we want massive success in our lives. That’s true for both our personal and professional lives.

It is also just as true in the life of an organization. That’s why Authentic Leaders work to build a rich culture of accountability in their organizations. They know that a culture of accountability is key to good leadership and lasting success.

Here’s how an Authentic Leader can foster a culture of meaningful accountability.

1. Set Clear Expectations

Define Roles and Goals: Ensure every team member understands their role, responsibilities, and expected outcomes. Specificity is critical here; gray areas limit accountability.

SMART Goals: Use Specific, Measurable, Achievable, Relevant, and Time-bound goals to provide clarity.

Document and Communicate: Clearly outline expectations in writing to eliminate ambiguity.

2. Lead by Example

Model Accountability: Be transparent, admit mistakes, and follow through on commitments. Authentic Leaders never lose sight of the fact that they lead by example, whether they intend to or not.

Demonstrate Integrity: Show that accountability applies at all levels, including leadership. If there is not accountability for all, there is no accountability.

3. Encourage Ownership

Empower Team Members: Provide the autonomy to make decisions while holding them responsible for outcomes.

Recognize Contributions: Acknowledge and reward individuals who take responsibility and deliver results.

4. Foster Open Communication

Create a Safe Environment: Encourage team members to speak up without fear of blame.

Provide Feedback: Regularly share constructive feedback to keep performance on track.

5. Hold Regular Check-Ins

One-on-One Meetings: Use these to review progress and address challenges, and remember, “regular” means a whole lot more often than once a year.

Team Reviews: Monitor collective accountability by discussing goals and progress in group settings.

6. Establish Consequences

Define Outcomes: Be clear about what happens when goals are met or missed. If people don’t understand the impact of missed goals or outcomes, that is a leadership failure, not a failure of the people.

Be Consistent: Apply consequences fairly across the team to build trust. There can be no “passes” for “favorites” because nothing kills a culture of accountability faster than that.

7. Support Development

Provide Resources: Ensure the team has the tools, training, and support to succeed.

Encourage Growth: Offer easy-to-access opportunities for professional development to enhance skills. Encourage and even reward successful participation in these activities.

8. Celebrate Accountability

Recognize Effort: Highlight individuals or teams who demonstrate accountability.

Promote Success Stories: Share examples of accountability leading to positive outcomes to inspire others. If you want accountability to be a big deal, then make a big deal out of it.

9. Focus on Continuous Improvement

Learn from Mistakes: Treat failures as opportunities to grow and improve processes. There can be no punishment for occasionally falling short.

Adapt Systems: Regularly evaluate and refine accountability mechanisms to keep them effective.

A culture of accountability doesn’t happen overnight. It’s built through consistent effort, trust, and alignment with organizational values. When leaders prioritize accountability, they create an environment where team members are motivated, reliable, and driven to achieve shared goals.

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How to Stop Procrastinating…NOW

Steve Keating Leave a comment

One of the least productive things we can do is to do something tomorrow that we should have done today. Some people call that procrastinating. I call it a waste. Not only did we likely waste time yesterday when we should have been doing what we finally did today, but we’re very possibly not doing what we should have been doing today because of it.

Procrastinating is one of life’s great stress creators. When we put off tasks that we should be doing it gnaws at us. It frequently steals our joy. It buries our confidence under stress and worry. The most successful people seldom procrastinate, no matter how challenging the task at hand. They just do it!

Overcoming procrastination is a common challenge. Eliminating procrastination from your life will often involve a combination of psychological and practical strategies. If you’re interested in greatly improving your productivity by pushing procrastination out of your life then here are a few ideas you may want to consider…immediately.

Understand the Reasons

• Identify why you are procrastinating. Is it due to fear of failure, lack of motivation, or feeling overwhelmed? Understanding the root cause can help you address the issue more effectively.

Set Clear Goals

• Break down your tasks into smaller, more manageable goals. Clear and specific objectives make it easier to focus and take action. The more specific the better because if you allow yourself any “wriggle room” you’re almost certain to use it.

Prioritize Tasks

• Determine the urgency and importance of each task. Focus on high-priority items first to ensure you’re making progress on essential activities. If you’re currently using a “to-do” list burn it now. Destroy it before it destroys any more of your productivity. Turn it into a Prioritized Daily Task List. When you develop the discipline to do the most important tasks first, then procrastination will no longer be a part of your life.

Break Large Tasks into Smaller Steps

• Large projects can be overwhelming. Break them into smaller, more manageable steps, and focus on completing one step at a time.

Create a Schedule

• Develop a daily or weekly schedule to allocate specific time slots for your tasks. Set realistic deadlines and stick to them as closely as possible. Make a decision that YOU will be the person who controls your calendar, not other people, not circumstances or uncontrollable events. YOU and you alone.

Use Time Management Techniques

• Techniques like the Pomodoro Technique (working in short, focused bursts with breaks in between) can help maintain your focus and increase productivity.

Remove Distractions

• Identify and eliminate distractions from your workspace. Turn off notifications, close unnecessary tabs, and create an environment conducive to concentration. It is possible you may need to do the unthinkable and leave your phone in a different room. Or use the nuclear option and actually turn it off.

Visualize Success

• Imagine the positive outcomes and the sense of accomplishment you’ll experience upon completing a task. Visualization can motivate you to get started. Remember, it’s impossible to finish what you’ve haven’t started but once you start, nothing is impossible.

Reward Yourself

• Establish a system of rewards for completing tasks. This can create positive reinforcement and make the process more enjoyable.

Accountability Partners

• Share your goals with someone who can help hold you accountable. Whether it’s a friend, family member, or colleague, having someone check in on your progress can be motivating.

Address Perfectionism

• Understand that perfection is not always attainable, and waiting for the perfect conditions can lead to procrastination. Embrace a mindset of progress over perfection.

Develop a Routine

• Establishing a routine can help train your brain to expect certain activities at specific times, making it easier to overcome procrastination. You’ll need to use your routine for 30 days to make it a habit but once you do you’ll discover just how useful some habits can be.

Overcoming procrastination is an ongoing process. It’s normal to face setbacks. Be patient with yourself and celebrate small victories along the way. Sometimes progress will be big, sometimes it will be small, but the most successful people will tell you that all progress is progress. And if you’re making progress everyday then you’re way ahead of most people.

Who Are You Accountable To?

Steve Keating 1 Comment

Most people are not fans of being held accountable. We kinda like to do our thing when and where we want to do it. I get that because lots of time I’m like that too. 

The challenge is, EVERYBODY is more productive when they are held accountable. That’s a fact. Many times simply knowing someone is going to ask you, “did you get that done?” Is enough to spur us to action. 

That type of “motivation,” whether it comes from a parent, a spouse, or a boss can be the difference between accomplishing something and merely thinking about accomplishing something. And that’s not bad. 

But it’s not that good either. 

What’s better is holding ourselves accountable. Pushing ourselves. Motivating ourselves. Taking an honest look at our progress towards our goals. 

Here’s a list of areas to evaluate yourself to determine your level of self-accountability. Score yourself from 1 to 5 with 5 being always and 1 being never. 

  1. I create my own process and timeline for getting things done…ON TIME. 
  2. I know when to ask for permission and when I can proceed on my own. 
  3. I know how to find the information I need to get things done.
  4. I know who I can reach out to for help if I need it and I’m not afraid to ask for the help I need.
  5. I do what is expected of me even when no one is watching. 
  6. I seek out feedback from a mentor or coach to make certain I’m staying on track.
  7. I know what helps me remain motivated and focused. 
  8. I can push past barriers, even unexpected ones, to get things done. 
  9. I have methods and tools to keep myself on track. (Just an FYI, the ability to set “focus time” on Apple devices is an awesome tool)
  10. I absolutely own my results and outcomes and never try to shift responsibility when things go wrong. 

So how did you do? You need a score of 45 or better to be considered highly accountable to yourself. If you’re at 25 or below you’re gonna need somebody riding you like a horse to get stuff done. 

Self-accountability and success go hand in hand. If you’re not willing to drive yourself on the journey to success then you best be prepared to go where someone else decides to take you. 

Now, go get something done! 

On a another subject…I’m trying something new on Twitter. It’s called “Super Followers.” For $5 a month, that’s 17 cents a day, people can follow a part of my Twitter stream that is for subscribers only. It features short videos of me discussing leadership topics, sales tips and ideas for better overall relationships. I’m assuming there will be far fewer Super Followers than the million or so people who regularly follow me on Twitter. That will give me the opportunity to answer questions more throughly than I can on regular Twitter. Most of the answers will come in the evening cause we all have day jobs, right? Think of it as ”mentoring on demand!”

My goal with SuperFollowers is to build a better connection, one where I can perhaps help more and have a greater impact. I’m hoping it gives me a chance to mentor to a wider audience. It’s still new, we’ll see how it works. It’s a $5 dollar investment that may be the extra “push” you need to get to where you want to be. I’d be honored to be able to help get you there. 

You can find more information by clicking the Super Follow button on my Twitter profile page IN THE TWITTER APP. http://twitter.com/leadtoday Give it a try if you’re so inclined, and if you are, be sure to let me know how I’m doing and how I can be of even more help.

Do Your People Have Reasons or Just Make Excuses?

Steve Keating 3 Comments

Successful people have reasons why they made a mistake or something went wrong. Less successful people make excuses.

When someone shows up late to a meeting or an event they have two choices, they can make an excuse or provide a reason. Let’s say you have an employee who is late for work. A less engaged employee might say, “The traffic was terrible and that’s why I was late.” At first glance that may appear to be a reason but it’s really just an excuse. 

An excuse makes a victim of the employee who was late and I’d be willing to bet that wasn’t the first time that employee was late and it certainly won’t be the last. An excuse has the undercurrent of “it’s not my fault, it’s not my responsibility and there’s nothing I can do to prevent it from happening again. 

The excuse says that if you as their leader try to hold them responsible for being on time it is YOU who are being unreasonable. YOU need to adjust your thinking and YOU need to be more flexible and understanding. After all, they can do nothing to control the traffic and blaming them is almost being abusive. 

It’s amazing to me how often that “shifting of responsibility” works. Many managers back off at that point and allow the tardiness to continue. Authentic Leaders know that if they do not hold their people accountable they are failing in one of the primary responsibilities of leadership. That is the responsibility of establishing accountability!

When the more engaged employee arrives late they provide a reason for being late. They may say, “The traffic was terrible and I failed to allow for that possibility. As a result I did not leave early enough and I was late. I will not make that mistake again.” 

Providing a reason for being late includes an acceptance of responsibility.  It includes a commitment to do whatever is required to be on time going forward. 

As a leader it is important that you understand the difference between an excuse and a reason. An excuse means nothing is likely to change. A reason means responsibility has been accepted and improvement will at least be attempted. 

Determining if you’ve been given an excuse or a reason requires that you listen intently to your people. You must focus on what’s being said and often, on how it’s being said. Failure to listen, truly listen, is the most common cause of poor coaching on the part of a leader. 

You can not help your people grow by accepting weak excuses. Excuses erase accountability and lead only to more excuses. Help your people understand the difference between an excuse and a reason. You’ll then be helping them be more successful for your organization and for themselves. 

The Service of Accountability 

Steve Keating 2 Comments

Hopefully you’re holding your people accountable for their attitudes, actions and results. Even though no one really likes accountability everyone preforms better when held accountable. But all accountability is not the same. 

Accountability used as a tool to force compliance with “orders” results in the bare minimum being accomplished. Accountability used as an opportunity to excel results in extraordinary accomplishments. 

When used as a compliance tool the accountability discussion can quickly turn confrontational. So quickly that many mangers simply don’t hold their people accountable. Except for once a year during their annual review. Then they dump of year’s worth of subpar performance on the unsuspecting employee. 

When accountability is provided as a service the discussion looks very different. Authentic Leaders ask their people to hold themselves accountable. If the team member was unsuccessful in accomplishing their tasks then the leader can help. They can provide “along the way coaching” to help the team member succeed.

When the annual review happens there are no surprises. No difficult conversations and no mountains of improvement needed from either party. Because accountability has been established throughout the year the “review” is actually a review. Determining what worked particularly well and what could work even better. 

Many managers do everything they can to avoid conflict with their people. Even if it means allowing them to flounder their way to failure. Authentic Leaders know that one of the best ways to minimize conflict is to help their people hold themselves accountable. 

Authentic Leaders set up annual or quarterly accountability plans with their people. Each team member knows exactly what is expected of them. The required outcomes are crystal clear. Accountability is understood to be an escalating process. If the team member was not able to hold themselves accountable then their leader will serve as an accountability partner to ensure their success. 

The difference between accountability as a method for forcing compliance and as a service to develop people is mindset. 

Never underestimate the ability of your people to ferret out the motives for your actions. If you’re using accountability for your benefit they will know it and fight it. If you’re using accountability to help them grow and succeed they will realize that as well and they will be much more accepting of it. They will in fact commit to continuous improvement. 

Compliant people might get the job done. Committed people will get the job done and they will do it well. Which would you rather have? 

Accountability should never be used as a club to punish someone for poor performance. It should be used as a tool to guarantee success. 

How do you use accountability?

The Goal of Accountability

Steve Keating 7 Comments

I’ve met a few people who said they enjoyed being held accountable. To say I’m a bit skeptical about anyone truly enjoying accountability would be an understatement. I don’t believe anyone really likes it.

But here’s something else I believe about accountability… every single person I’ve ever met performs at a higher level when they are accountable to someone or something.

Leaders who truly care for their people hold them accountable. They hold them accountable to help them reach their potential. They key word in that previous sentence is “help.” The goal of accountability is to help people. To help them grow. To help protect them from the destructive pressure of procrastination by replacing it with the constructive pressure of accountability.

If you’re a leader who feels it is more important to be liked by the people you lead then it is to hold them accountable, then you’re a leader who has a fatal flaw. You may care about your people but you’re not demonstrating that you care for them. It is likely that you are attempting to manage your people rather than lead them. That too is a fatal flaw, in fact, it is the most fatal of all leadership flaws.

All leaders care about their people. They want them to show up for work, they want them to follow directions and they want them to accomplish whatever tasks are in their job descriptions.

Authentic leaders care for their people. They show it by helping them become all that they can. They show it by believing in their people even when their people might not believe in themselves.

Lessor leaders see holding people accountable as something you do TO them. Authentic Leaders know holding people accountable is something you do FOR them.

If you’re a leader who is allowing your people to produce mediocre results then that’s all you will get from your people. If you’re a leader and the people you lead are producing mediocre results then it’s overwhelmingly likely that you are a mediocre leader…or worse.

The good news is, you, and your people, can grow out of mediocrity.

Great leaders all know that holding their people accountable to accomplish ALL that they can is one of the kindest and most leader like things they can do. Their people may not understand that as they are being held accountable but when they look back on their success they quickly figure it out. Even if they don’t want to admit it.

If you have the audacity to call or even think of yourself as leader then you must help your people achieve all that they possibly can. You don’t do that by being buddies or besties, you do that by believing in them and by helping them believe in themselves.

That’s the goal of accountability!

The Challenge of Low Accountability

Steve Keating 5 Comments

I don’t like to place blame. I’m not a big fan of finding fault. I am however a huge fan of assigning responsibility and holding people accountable for their actions and decisions.

 

For those of you who believe there is no difference between placing blame and assigning responsibility let me share with you what the difference actually is. 

 

Assigning responsibility and accountability has to do with being answerable. It means your actions and their results will be measured objectively. Most people are willing to accept responsibility when they realize it comes with the opportunity to improve.  

 

To place blame is not only to be held responsible but to find fault. Blame assumes there will be a penalty, whether implicit or tacit. When someone in a leadership role assigns blame their actions usually stop there. The “blamed” individual awaits the punishment they are certain is coming their way. 

 

Authentic Leaders will hold their people accountable for outcomes without automatically placing blame. Accountability helps people grow. Whether they like it or not accountability motivates people to improve. Accountability actually leads to empowerment. Once an Authentic Leader holds someone accountable they follow up with coaching and offers of help. I can think of no downside to accountability. 

 

Placing blame on the other hand is one of the most demotivating actions a leader can take. Blame leads to disempowerment. It causes shame and a feeling of defeat. It is demoralizing. Blaming someone slows their development. There is no upside to blaming someone.

 

When something goes wrong in your organization do you think of terms of holding people accountable or do you look for someone to blame? It’s an important question because accountability will help your people grow while blame will stymie their development. 

 

This is somewhat a generalization but when the level of blame within an organization is high the level of accountability is usually low. 

 

Low accountability in an organization leads to a high level of chaos. Low accountability leads to low profitability and higher turnover. Low accountability leads to disengaged employees uninterested in improvement. Low accountability eventually leads to no need for accountability because there is nothing left to be accountable for. There is not an organization in existence today that can afford low accountability.


If you’re dealing with the same problems and mistakes again and again maybe the blame isn’t with your people. Maybe it’s with how you’re leading them…or not leading them. Is it time to hold yourself accountable?