• Jonathan Bullock

3 ground rules all accountable leaders adhere to



Accountability necessitates a personal awareness of our position and duties, productivity objectives, achievement criteria, primary barriers to completing obligations, and the demands and resources required to perform well.

Leaders accept complete accountability for their actions.

Correct decisions are based on a comprehensive description of who is responsible for conducting it (roles), when it should be done (specific timelines), who will be impacted by it, and who should be notified.

Leaders constantly emphasize "We" rather than "I."

Team members cannot intentionally adhere to leaders' authority unless they have a sense of confidence and collaboration. Making individuals follow a direction does not guarantee beneficial outcomes. Making individuals accountable does. The leader's team's confidence in them gives them the opportunity for a positive influence that makes one feel accountable.

Problems are transformed into constructive feedback by leaders.

Accountability is widely misunderstood as being strictly consequential.

At all levels and phases, constructive feedback is necessary. There is always room for improvement. And being accountable is a process of continuous progress that leads to excellence.

Improving accountability is critical for achieving corporate goals, cultivating a transparent culture, and supporting your team. It happens when expectations are clear.


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