This is a comparative phrase that I came across recently and it really stood out for me. One of the reasons it stood out for me was because of who said it. It demonstrated a level of understanding, an appreciation for the subtleties of two words which are often misused, and gave me confidence in the rest of the conversation we were having – ultimately, it was a pleasant surprise!
So, what is the difference between responsibility and accountability, why does it matter and what do I see as the common pitfalls?
Connotation is the thing I think people need to get their head around first. Responsibility is usually (not always) used in a positive sense. You judge someone to be responsible when you trust them with something, being given responsibility is seen as an acknowledgement of ability or character. Often, the things we are responsible for are things we feel proud of or grow to feel proud of and so, might voluntarily share our experiences with others. This is not always the case but in the main, responsibility has positive association. Accountability, however, has a negative connotation for many. Holding someone accountable can, and is, translated as ‘who is to blame?’ all to frequently. This in itself demonstrates a potential gap in effective leadership which is enforced by common definition. The Collins dictionary states: “If someone is called, held, or brought to account for something they have done wrong, they are made to explain why they did it, and are often criticised or punished for it.”
In the above definition the focus is drawn to “done wrong” and “criticised or punished for it”. The key phrase however is “made to explain why they did it“.
From a leadership perspective, the subtle difference between accountability and responsibility and, the way we handle situations revolving around them, can make a big difference. The person responsible for doing something, did the thing, that shouldn’t be up for debate. What does need to be questioned though is are they accountable? Is that person the right person to explain why they did it? In it’s simplest form, you have to ask why someone did something if you want to know but if the response is a simple “because I was told to”, this is the point at which you need to identify accountability.
In a team, some tasks are and indeed should, be carried out by people who are not directly accountable for them. A store manager is a good example. They are ultimately accountable for everything that happens in their store. They coach, guide, train, allocate tasks etc. all in line with the goals of the business. What they cannot do is take on every task in-store themselves. This means that others are responsible for carrying out tasks where the ultimate explanation for ‘why’ belongs to the manager of the store.
What can we do as leaders to understand and use these two different words effectively? How can it make our teams, our people and our business more successful?
Firstly, let’s hold people accountable for good things. Let’s ask them to explain why they did something because it went well. Let’s find out what the thought processes are behind success and learn from them. If we start to do this, we can change perceptions and connotations and encourage accountability to be seen as a skill – the ability to explain one’s actions – and not just a way to become ‘the fall-guy’. It will still be necessary to hold people to account when things go wrong but again, let’s make this part of a development process, not part of a b*llocking.
Secondly, we need people to be responsible for things that we, as leaders, are accountable for. Make them accountable for how they do it (standards, quality, work ethic, professionalism etc.) but remember, you are the ultimate holder of accountability. Arm your teams with everything they need so that they can be proud of doing a fantastic job AND explain why they did it knowing that, in turn, they are helping you be accountable for far more than you would ever be able to alone.
Overall, responsibility and accountability are aspects of life. They might be blatantly obvious (like the relationship with a child) or more subtle. In work, especially in a leadership role, they are commonplace and essential. Understanding what responsibility or accountability are defined as is one thing, knowing what it means to the person who’s responsibility or accountability you are addressing is the thing. Emotional intelligence is a topic I will be blogging about as I get deeper into the details of leadership and this is a great example of an area it can help with but for now, understand that responsibility and accountability can weigh heavy on a person’s shoulders. Understanding the task and the individual involved is essential.
Maybe try this as a quick exercise:
- Write a list of requirements of your team. Focus on things that are regularly occurring tasks which are essential to the day-to-day functioning of the team and success of the business.
- Break down the tasks so that you understand them fully and can create a framework so they can be explained and assessed (what does success look like?).
- As these tasks are essential, do they all have someone ultimately accountable for their completion? If not, allocate one, now!
- Does that person understand the framework you have created? Do they know and understand that they are accountable? Have they had input into the framework and/or is now the time to have input?
- Finally, are they responsible for carrying out the task itself or is this delegated? If the teask is delegated further, work through the previous steps with the person(s) it is delegated to.
Hopefully this exercise will help you prioritise, add a level of importance to tasks, clarify understanding, acknowledge ability and support development – it’s definitely worth a try!
A key character trait when it comes to responsibility, accountability and delegation is trust, and that, is what I’ll be blogging about next
Thanks for reading!
#communication_is_king #understanding_is_everything
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