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We are asked frequently, "What is the difference between responsibility and accountability?" For many, these two words seem to be interchangeable. That random interchangeability seems to create confusion within an organization.
Just imagine if we asked everyone in your organization to write down their definition of accountability. How many different definitions would we get? Plenty! Now, if the leader stands before the organization and proclaims, "Today we must take accountability for our results." what would be the impact? Most would agree to take accountability then go off and put into play their definition of the word accountability. Confusion is the outcome, and as we have said for years, "Confusion is the great defender of the status quo."
Now, insert the additional confusion around the concept of accountability and responsibility and it seems amazing anything productive happens in our organizations. Can you imagine the power behind getting people level around a definition of accountability that creates individual and organizational ownership for results?
About a year ago, I had a young lady in one of my workshops provide the best commentary I have heard on the subject of responsibility and accountability. She said, "Responsibility is what someone chooses for you, accountability is what you choose to do next."
We would agree. We say, "Accountability is a personal choice to rise above ones circumstances and take the ownership necessary to achieve the desired results; "See It, Own It, Solve It, Do It."®
Take a look at the key words in the statement above:
- Personal choice; imagine for a moment if each and every member of your organization showed up tomorrow realizing that today accountability for the results begins with ME.
- Rise above; this is the idea of focusing on what we can control and staying Above the Line.
- Circumstances; a fact in life is that we are going to face circumstances. When we do, there are always two choices, we can be a victim or a victor. The choice is always ours.
- Take the ownership; taking ownership implies you are doing something which gets to the heart of true ownership. We often believe ownership is simply just agreeing with someone. We see ownership as involvement; what are you going to do.
- Necessary; this is the idea of always asking "What else can I do?" to achieve the results.
- Desired results; this implies that the results are clearly defined in a memorable, measurable, and meaningful way.
So, take control of how accountability is seen and used within your organization by introducing the first step to accountability, The Oz Principle® Accountability Training® Workshop to your team. The workshop not only level sets the definition of accountability, it also provides simple to use models to help integrate accountability into every aspect of your organization.
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Just yesterday I asked a group to discuss this question as we prepared for our day of training. The answers varied but the themes were consistent, training is giving of knowledge and skills, integration is putting the new knowledge and skills to work. At the end of the day, to get the most out of your training it is important to make the move from training and integration quickly.
To get the maximum impact out of your training teach with integration in mind. Consider the following tips:
- Asking integration questions creates awareness. - Prompting people to consider how they will put this new knowledge to work today helps move teams quickly to integration. i.e. "What am I not doing that I should be doing to integrate this learning?", "What is the price we pay if we don't change the way we think?"
- Recording integration ideas prompts accountability. - Partners In Leadership, Inc (PIL) uses a variety of personal and team Accountability Plans to help move individuals and teams from training to integration quickly. These plans are not intended to be additive. Integration is not about doing more but about doing things differently.
- Internal follow up is critical. - People frequently attend training with a belief that "this to will pass" or "this is the flavor of the month". It is important to understand that when individuals leave any type of training they are always looking for validation of the importance of the training. When follow up is ignored you will confirm, "flavor of the month".
- Team follow up accelerates the process. - Teams that meet every 90 days to strengthen your use of their new tools can accelerate their drive to desired results. 90-Day Integration Workshops are intended to continue the development of new "muscle memory" around the tools of accountability while taking the team on a deeper dive into new knowledge and skill around driving for desired results. The agenda for follow up days are highly customized with the organizational leader to provide "real-time" integration of learning.
