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.

With a taking mindset, you might keep those exact same records, but with the motivation and purpose of defensiveness or self-promotion. Sadly, when loss-avoidance and gain-seeking become the driving force of accountability preparations, some of the most beneficial and purposeful aspects of accountability are undermined. Sugar-coating your achievements is not the same as appropriate optimism, passion and confidence in one’s accomplishments.

Rather, as you consider your readiness to an account, you should be open to both celebration and censure, reward and rebuke. In giving an account, the giving is one of courage. When you recognise that accountability is part of the bigger picture of your growth, you can approach performance meetings as an opportunity, with boldness and humility. In those moments, you display your maturity and your willingness to learn and grow.

Giving Accountability

The other side of the interaction, in which a leader holds someone to account, is also a giving thing. Here, by caring about the person’s growth, you make a contribution by holding a direct report accountable. You know it’s a giving thing when you realise it would be a whole lot easier not to have the conversation. But something is required of you. Not to shortcut the process, not to avoid the process, but to show up as the person holding another accountable. Some people struggle with commending good performance. Most struggle with reprimanding poor performance. Is it any wonder that so many performance meetings become a mere checkbox exercise? Sadly, when accountability is weak and tough conversations never happen, people place less value on the upside-down recognition and rewards you offer. Better a sincere accountability that people can trust, whether positive or negative.

The mature leader recognises that holding their direct reports accountable is a crucial component of their maturation and growth. Accountability is, therefore, a crucial gift from any leader, and must neither be avoided nor steamrolled. It must be neither bumbled nor rushed.

Accountability work is not limited to scheduled performance reviews; it also occurs on the job as direct reports execute their duties and fulfil their contributions. In Legitimate Leadership, we refer to “watching the game” as a powerful tool for feeding into our people’s growth. It’s where leaders show their intent of care and growth. There is a lot of practical input leaders can provide through this approach, not least coaching on the values and standards people should display in their work. This is not easy work, but it places meaningful leadership above expedience.

It Starts With You

While accountability works best when both parties are in the right mindset, it’s best to start with your own giving mindset, regardless of where the other person is in their journey. Remember, you can’t control the other person – and please don’t try to. The change starts with you, whether you’re giving an account or giving accountability. The change from taking to giving is a personal, collective, leadership, cultural and organisational shift, not an instantaneous turnkey project. It takes time, and it’s best started now. And it starts with you.