Will people think that we don’t care about them if we start holding them accountable?
Working with clients at Legitimate Leadership we help them to collectively embed leadership habits that build trust, through genuine care, we also challenge them to let go of control, enable and empower their people then hold them accountable.
It is a common fear that perception of care will go down as people are more accountable. However, as I have recently experienced, when trust is high and care is genuine, we realise that it takes more care to provide challenging feedback, to accept nothing less than our best. Rachael Cowin, Associate, Legitimate Leadership.
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Question Of The Month
How do I hold someone accountable without damaging the relationship?
Accountability – It’s A Giving Thing
Accountability works best when all parties come together with a giving mindset. But consider the typical situation: a direct report arrives at a performance review hoping to get maximum scores while ready to downplay less favourable aspects of their KPIs, all the while wondering what the manager’s evaluation says. The manager comes to the meeting, potentially to check a box, or maybe to get answers that could inform how they will rate the direct report. Or maybe just to add colour to the rating they already have in mind. Both parties arrive at the interaction with something to gain.
Why Good Leaders Make You Feel Safe
In this well-known TED Talk, Simon Sinek explores the responsibility leaders have to create environments where people feel safe enough to perform at their best.
His central argument is simple but powerful: leadership is not about being in charge; it is about taking care of those in your charge.
For more information regarding the above, please e-mail events@legitimateleadership.com
Question Of The Month
By Peter Jordan, Associate, Legitimate Leadership.
Question: How do I hold someone accountable without damaging the relationship?
Answer: When reading the above question, somebody may be forgiven for assuming that negative accountability (censure and discipline) is being referred to. Of course, the risk of a damaged relationship arising is greater when negative accountability is applied, but it is possible that damage to a leader/report relationship may occur when positive accountability (praise, recognition, and reward) is applied. This may well be the case if the report regards this positive accountability as insincere.
Unfortunately, there is no absolute guarantee that holding a person accountable (whether positively or negatively) will not damage the mutual relationship. The fundamental reason is that no one has control over others’ actions or reactions.
Another caution is to acknowledge that accountability decisions are seldom free of a subjective element. For good reason, leaders are encouraged to listen to their consciences before taking accountability action. In the process, two rational leaders may not always reach the same conclusions.
The above caveats aside, if leaders follow sound leadership principles, it is possible to apply both negative and positive accountability whilst retaining sound inter-personal relationships. A well-conducted accountability action is likely to enhance relationships.
The application of accountability does not take place in a vacuum. We need to consider the nature of the pre-existing relationship and how the leader executes the specific accountability action. Read the full answer by clicking here.
To submit your question, email info@legitimateleadership.com
Article: Accountability – It’s A Giving Thing
By Joe Spring, Associate, Legitimate Leadership.
Accountability works best when all parties come together with a giving mindset. But consider the typical situation: a direct report arrives at a performance review hoping to get maximum scores while ready to downplay less favourable aspects of their KPIs, all the while wondering what the manager’s evaluation says. The manager comes to the meeting, potentially to check a box, or maybe to get answers that could inform how they will rate the direct report. Or maybe just to add colour to the rating they already have in mind. Both parties arrive at the interaction with something to gain.
Giving An Account
Now, consider an alternative. Few would argue that it’s good to be prepared to give an account for the work we do. To give this, you might keep records, reflections, reports, and resources that help you build a picture of your contribution. While it is altogether possible that no one will call upon you for an account, it remains a good thing for you to be ready and able – literally “account-able”. To be unable to give an account is a weakness. To be prepared to give an account is a strength. Then, when you are asked to give an account, you will be ready.
Read the full article by clicking here
Video: Why Good Leaders Make You Feel Safe
By Simon Sinek, American author on leadership and motivational speaker.
COMMENT ON THIS VIDEO BY JOSH HAYMAN, MANAGING DIRECTOR (SOUTH AFRICA), LEGITIMATE LEADERSHIP: This rather famous Ted Talk is often referenced by us to emphasise the importance of CARE in the relationship between a leader and their team. When people are convinced that their leader has their best interests at heart, they trust their leader. When people trust their leader, they feel safe, and when they feel safe, they are free to confidently take ownership and accountability for the contribution they make in their teams, to their own people and ultimately to the customer.
Our summary of the video: In this well-known TED Talk, Simon Sinek explores the responsibility leaders have to create environments where people feel safe enough to perform at their best.
His central argument is simple but powerful: leadership is not about being in charge; it is about taking care of those in your charge.
Drawing on examples from the military and business, Sinek explains that when leaders prioritise the safety and well-being of their people, trust increases. When trust increases, cooperation strengthens. And when cooperation strengthens, performance follows.
Importantly, safety in this context does not mean comfort. It does not remove accountability or standards. Rather, it creates a culture where individuals are protected from internal politics, blame, and fear, allowing them to focus their energy outward toward collective success.
When leaders fail to create this environment, self-preservation takes over. People protect themselves instead of the organisation.
The talk reinforces a principle central to Legitimate Leadership:
Leadership is a responsibility, not a status.
Safety is created when leaders consistently act in ways that are fair, predictable and anchored in shared values.
Our Reflection
What does your leadership behaviour consistently signal to those around you?
Watch the video by clicking here