A Failure to Perform

When was the last time you admitted a mistake as a leader? A lack of accountability is perhaps the most devious of leadership obstacles these days. When leaders fail to perform without any consequences it corrupts the entire organization. Subordinates may be deprived of their own opportunities for advancement or proper recognition. Worst of all, the leader who probably already knows his or her inadequacies, is never really confronted about their behavior and encouraged to make changes.

There are literally dozens of ideas about what makes an effective leader. None of them will really make much difference if the leader fails to apply these principles to their own situation. That’s where accountability plays an important role. Being self-aware is useful when a leader recognizes how their behaviors and tendencies affect their relationships with others, particularly their subordinates. Yet far too many leaders simply don’t make that connection on a daily basis.

The easiest way to spot a lack of leadership accountability is to notice how the leader frames issues and problems. Leaders who regularly blame others often have an accountability problem. So do those leaders who surround themselves with subordinates who fail to confront their poor behavior and bad judgments. One only needs to look at our current political climate to see evidence of this lack of accountability.

In my work with leaders, accountability is a frequent topic of discussion. I encourage my clients to speak the truth in loving and helpful ways. I implore them to accept responsibility for their actions, especially when they make a mistake. They are also encouraged to share the spotlight when success is achieved by members of their team.

Too many of today’s leaders are enamored with self-image and driven by ego. They have no problem pointing the finger at others when things are going badly and are quick to cover up their own mistakes. None of these actions contributes to solving the real problems we face in our country, businesses, and communities.

Aspiring to perfection, or failing to confront underperforming subordinates, won’t serve me well as a leader. I expect to make mistakes and know that my direct reports and colleagues will surely do the same. What I hope to realize in these situations is how important being accountable really is. My failure to perform can be a transformative moment if I focus on telling the truth and expect others to do the same. If each of us modeled similar behavior perhaps we could break the cycle of mediocre leadership that has prevented us from confronting the biggest issues of our time.