Courageous Leader BLUEprint™ – 12th edition

Welcome back leaders!

This is the twelfth edition of our Courageous Leader BLUEprint™ newsletter. 

Every three weeks, you’ll get quick, thoughtful leadership insights without the fluff.

Read time: less than 3 minutes

Our topic for today is accountability.

For many, accountability has become a “dirty word.”

In the workplace, it’s often reduced to one question: who’s to blame?

Too many bosses practice accountability as punishment instead of support.

Courageous leaders see it differently.

Accountability is the courage to own your impact even when it’s uncomfortable.

This edition focuses on personal accountability - not pointing fingers, but taking ownership as a leader.

Accountability has been seen as a dirty word because too many bosses try to delegate authority and responsibility.

When projects miss deadlines, go over budget, or fall below standards, some leaders look for someone to blame, thinking they’ve handed responsibility away when they delegated tasks.

The reality is:

• You can delegate tasks

• You can delegate authority

• You can never delegate responsibility

As leaders, there is almost always more we can do to own our impact

What courageous leaders do instead

Rather than reacting after the deadline passes, courageous leaders are proactive:

• They ensure expectations are clear

• They provide time, training, and resources

• They communicate with coaching and feedback

• They create psychological safety so issues are raised early

• They follow up consistently

Instead of viewing accountability as a consequence, they treat it as a commitment to:

• Maintain responsibility

• Take ownership

• Provide support

Accountability is NOT micromanagement

Micromanagement is control driven by insecurity.

Micromanagement communicates “I don’t trust you.”

Micromanagement restricts people.

Accountability communicates “I’m invested in you.”

Accountability develops people.

Practical ways to practice courageous accountability

Increase supportive feedback

Sometimes people will fall short and you will have to hold them accountable.

One way to help increase their openness to accountability is if they are also used to receiving supportive feedback, such as praise and encouragement.

Frame the conversation

Another way to help increase people’s openness to accountability, especially if they fall short, is to frame it with their best interest:

For example, “I care too much about you to let you stay where you are”

Self-reflection

Courageous leaders must always first look in the mirror.

There is almost always something we can do better as leaders to ensure the success of our team and our organization.

This takes courage because you might not always like what you see.

Admit mistakes

You are not perfect, and that’s OK.

Admitting mistakes models accountability and builds trust.

People don’t expect perfection, but they do expect honesty.

Where do you need to take ownership?

Accountability doesn’t start with your team.

It starts with you.