360 degrees of Accountability
The 360° Accountability® model

The Holding Others Accountable Track®

This Holding Others Accountable Track® consulting and training solution is based on The New York Times, Wall Street Journal, USA Today, and Amazon.com bestselling book, How Did That Happen? Holding People Accountable for Results the Positive, Principled Way. This robust solution provides a powerful guide for anyone, at any level of an organization, for holding others accountable for results in the positive, principled way. Our 360° Accountability® model helps put the challenge of holding others accountable in perspective by illustrating the full range of people that are involved whenever an expectation is created.

The central feature in this training is The Accountability Sequence model, which consists of two parts: the Outer Ring and the Inner Ring. The Outer Ring describes how to effectively establish the expectations that we hold others accountable to fulfill. The Inner Ring addresses how to manage unmet expectations in a way that will turnaround performance and help others achieve the result. The entire training concentrates on increasing both individual and organizational capability for fulfilling Key Expectations -- where failure to deliver is not an option.


Do you need to improve in holding others accountable?

1. When it comes to holding people accountable (select one):
I don’t do it very often; I avoid it.
I do it, but often don’t get the results I want.
I do it successfully.


Compare your answer with representative webinar poll results

  • 8% said, "I don't do it very often; I avoid it."
  • 74% said, "I do it, but often don't get the results I want."
  • 18% said, "I do it successfully."

2. There are people I depend upon today to get things that will cause me to fail in my ability to get results for the organization if I don’t do a better job holding them accountable now.


Compare your answer with representative webinar poll results

  • TRUE

3. Select the single most descriptive reason for why you find holding other people accountable difficult (select one):
I don't like confrontation.
I don't want to lose rapport and make people not like me.
I'm not sure how to do it in a way that yields good results.
No one else in the organization does it, so it makes me look like the bad guy.


Compare your answer with representative webinar poll results

  • 5% said, "Other."
  • 20% said, "I don't like confrontation."
  • 12% said, "I don't want to lose rapport and make people not like me."
  • 51% said, "I'm not sure how to do it in a way that yields good results."
  • 12% said, "No one else in the organization does it, so it makes me look like the bad guy."

  • Video Title
    Tony Bridwell, tells the story about one organization that integrated accountability into their business.

There are two sides to the "Accountability Coin:" taking personal accountability and holding others accountable. Partners In Leadership's popular The Oz Principle Accountability TrainingTM focuses on the first side, taking greater personal accountability for achieving Key Organizational Results. Now, with the Others Track Training, they tackle the other side of the accountability coin, holding others accountable in a way that simultaneously produces results and builds morale.


Characteristics of the Accountability Attitudes®

In our Others Track training, we introduce our Accountability Attitudes® table, which helps identify the different types of attitudes toward accountability there are and how each affects the way a person fulfills expectations and get results. In our consultations, we use the Accountability Attitudes table to show our clients that there are three defining attitudes around accountability: deflecting, calculating, and embracing; and how understanding how to manage each of these attitudes is critical in successfully holding others accountable.

Deflecting Calculating Embracing
Avoids taking any risk that might result in failure Carefully determines what risks to take Willingly takes risk because he/she does not fear failing
Usually feels like a victim Can drop Below The Line® quickly, depending upon the situation Takes responsibility for circumstances and spends little time externalizing the reasons for lack of progress
Often operates in a "tell-me-what-to-do" mode Can appear inconsistent in his/her work ethic, sometimes giving an extraordinary effort, other times a halfhearted one Usually takes the initiative and demonstrates great resourcefulness
Runs for cover and denies any responsibility for what happened when things go wrong Often tells a carefully crafted story about why it was not his/her fault when things go wrong Admits his/her own mistakes when things go wrong
Sees any obstacle as a reason to stop working Views obstacles either as roadblocks to progress or as exciting challenges, depending on his/her interest in the task Greets obstacles as challenges that he/she can creatively attack

The Others Track Training highlights the key to holding others accountable in a way that produces results, motivation, and morale, effectively establishing expectations by taking the steps in the Outer Ring. These steps create positive accountability connections as people use the LOOK Model® training. When we consult with our clients, we show how unmet expectations can be effectively managed by using the LOOK Model and by having the Inner Ring Accountability Conversation.


Learn about your Accountability Style

Your Accountability StyleIf you are like most people we know, when it comes to creating your Accountability Connections and holding others accountable, you do so with a particular style. In fact, when webinar participants were asked, "Which has the greater impact on your ability to hold others accountable successfully, 'manner' or 'method'?" Two-thirds voted 'manner.' While method is important, any training around holding others accountable that ignores the Accountability Style will have missed one of the most essential ingredients of success.

  • Video Title
    Marcus Nicolls, Senior Vice President and Business Unit President, talks about your Accountability Style.

Your own Accountability Style will reflect a natural preference for one of two different sides of a continuum. The continuum describes the extremes of the two styles that we tend to see: Coerce & Compel and Wait & See.

Which style are you? Our research consistently shows that approximately 70% of poll respondents place themselves in the 'Wait & See' style while 30% see themselves as 'Coerce & Compel.'

Select the style that best describes you - even if its not an exact match (select one):

  • WAIT & SEE

Which has the greater impact on your ability to hold others accountable successfully, "manner" or "method"? (select one):


Acknowledging and understanding your Accountability Style will help you more effectively apply the principles of the Outer and Inner Ring. Once you gain that understanding, you can start adjusting your actions in a way that will put you at a more optimal point on the continuum. We label that point on the
Video Title (Under 60 secs.)
Training participants comment on the Accountability Styles® exercise.

continuum the "positive, principled way" and consider it the perfect blend of strengths from both Accountability Styles.

Every day we see examples of companies that are profoundly affected because someone failed to hold someone else accountable for meeting specific expectations. Almost without fail, we can explain what happened by looking at the situation through the Partners In Leadership model we call the Accountability Sequence, which is composed of four fundamental activities for establishing expectations: FORM, Communicate, Align, and Inspect.

Video Title (Under 60 secs.)
Training participants comment on the Others Training Track.
Following this sequence lays the foundation for effectively holding other people accountable. Stepping out of sequence can produce a negative Accountability Connection between you and the people you work with, causing them to feel as if they have been dealt with unfairly. For example, when you inspect without properly communicating the expectation, people feel ambushed. When you communicate without taking time to completely form the expectation, people get confused, or when you attempt to create alignment without communicating the expectation in a way that is complete and clear, people feel coerced. Following the sequence helps you establish and maintain a positive Accountability Connection, this connection is key to getting things done through others.

Accountability Process Control

As we consult and train our clients in our accountability methodologies, we demonstrate that every process needs a process control—and that holding others accountable is no different. The Accountability Process Control® system structures accountability into what is expected from leaders and team members and creates transparency across entire teams and organizations.


The Others Track How Did That Happen?® Accountability Program

The Others Track How Did That Happen? Accountability Program helps teach our clients how to hold people in their organizations accountable the positive, principled way.

The Partners In Leadership Others Track Training equips you with the models, tools and methods that will help you to hold the people you depend upon accountable to deliver the results you need, when you need them, while also building positive Accountability Connections and building morale.

"We have instilled several of the principles into our everyday practices. The Focused Feedback process is very well-received and gives a good tool for people to share direct and honest feedback, without being demoralizing"
Elizabeth R. Haar, President & CEO, Accident Fund
"The themes of the program, alignment, and behavior, have assisted us in focusing all employees on Waters' goals while improving team work and accountability."
E. Paul Warner, Vice President of Human Resources, Waters
"The Partners In Leadership process is the foundation upon which ownership down through our division is built. We are planning, executing, and meeting adversity at least twice as effectively. The Partners In Leadership process is forcing a healthy reflection among the company leadership about the experiences that we create for our people. PIL is the most exciting leadership process that I have utilized."
R. Fredrick McCoy Jr., CFO, Celltech Pharmaceuticals
"I recommend this training to any organization that is interested in getting staff to examine how individual accountability can impact the company's bottom-line."
Mary L. Oden, Associate Medical Center Director for Education, Department of Veterans Affairs
"Our level of satisfaction is to such a degree that we now consider Partners In Leadership a 'Vendor of Choice.' Not only is our working relationship one of mutual respect, but the content of the workshops is so key to our company's success."
Steve Burg, Director, Management & Account Training, Daiichi Sankyo, Inc.
"Creating greater accountability in a way that captures people's hearts and minds is harder than it looks, How Did That Happen? delivers specific and practical advice to do just that."
Ginger Graham, Former CEO, Amylin Pharmaceuticals, Inc.

Others Track Description

Video Title
Tanner Corbridge, Business Unit President, Senior Leadership Consultant and Executive Facilitator, introduces the Others Track Training (view Tanner's bio). This training track shows you how to hold others accountable in a way that produces results and leaves them feeling good about it at the end of the day.