Keystone - Accountability CORE 2025

THE POWER OF ACCOUNTABILITY

The Power of Accountability

Legacy & Goal Sharing

Agenda Overview

Homework Review

Redefining Accountability Self-Accountability Building Team Accountability Practice Scenarios

THE POWER OF ACCOUNTABILITY

What is Accountability?

Change our thinking:

• be accountable to self (and verbalize it)
• perform at the highest level - for the benefit of the team
• set an example for others

What is Accountability?

BONUS

• Accountability will make you a better leader

Positive impact on your employees

• increased commitment to their work
• higher morale and job satisfaction
• increased innovative problem-solving
• greater confidence and competency

Why does accountability matter?

Why does accountability matter?

Accountability is

• looking beyond blame
• asking "What else can I do to achieve the results I want?"
• when faced with a challenge:
• see it
• own it
• solve it
• do it

REDEFINING ACCOUNTABILITY

What's the difference?

RESPONSIBILITY vs OWNERSHIP vs ACCOUNTABILITY

Levels of Commitment

• Responsibility = agreeing to do the work

• Ownership = making sure the work gets done

• Accountability = answering for the results of the work (good or bad)

RESPONSIBILITY vs OWNERSHIP vs ACCOUNTABILITY

Accountability is commitment at the highest level making, keeping, and proactively answering for commitments YOU made

Levels of Commitment

• Responsibility = agreeing to do the work

• Ownership = making sure the work gets done

• Accountability = answering for the results of the work (good or bad)

RESPONSIBILITY vs OWNERSHIP vs ACCOUNTABILITY

Accountability: How are you doing?

• What went wrong?
• What did you do to fix the problem?
• What did you learn?
• What would you do differently next time?

Think about a project you worked on that didn't go as planned

Accountability: How are you doing?

look beyond blame | ask "What else can I do to achieve the results I want?" | see it - own it - solve it - do it

Look at the list you made earlier (things you are accountable for). Do you have a high level of commitment towards these tasks/projects?

Accountability: How are you doing?

look beyond blame | ask "What else can I do to achieve the results I want?" | see it - own it - solve it - do it

Look at the list you made earlier (things you are accountable for). Do you have this high level of commitment towards these tasks/projects? If not, and you want to build accountability in your team, you might have some work to do.

Accountability: How are you doing?

If you don't have a sense of accountability in your work, your team probably doesn't either.

TEAM ACCOUNTABILITY

Employees who are unhappy at work, are telling you they're unhappy. What does that look like?

TEAM ACCOUNTABILITY

WHAT SKILL SHOULD YOU BE PRACTICING TO FIGURE THIS OUT?

Employees who are unhappy at work, are telling you they're unhappy. What does that look like?

TEAM ACCOUNTABILITY

• Active Listening
• Emotional Intelligence

WHAT SKILL SHOULD YOU BE PRACTICING TO FIGURE THIS OUT?

Employees who are unhappy at work, are telling you they're unhappy. What does that look like?

TEAM ACCOUNTABILITY

victim-thinking entitlement negativity us vs. them making excuses

blaming complaining procrastinating bragging

Employees who are unhappy at work, are telling you they're unhappy. What does that look like?

TEAM ACCOUNTABILITY

victim-thinking entitlement negativity us vs. them making excuses

blaming complaining procrastinating bragging

Employees who are unhappy at work, are telling you they're unhappy. What does that look like?

TEAM ACCOUNTABILITY

Your employees don't want to disappoint you

TEAM ACCOUNTABILITY

Your employees don't want to disappoint you, but... people who don't feel valued, will eventually lose their willingness to take responsibility (or ownership or accountability).

TEAM ACCOUNTABILITY

Hold yourself accountable for their job satisfaction.

Your employees don't want to disappoint you, but... people who don't feel valued, will eventually lose their willingness to take responsibility (or ownership or accountability).

TEAM ACCOUNTABILITY

First rule of "ACCOUNTABILITY"

First rule of "ACCOUNTABILITY"

don't talk about "ACCOUNTABILITY"

• empower team members to do what needs to be done
• encourage problem-solving
• give them permission to make decisions
• allow them to direct others
• encourage them to communicate

Instead, train them to be accountable:

DON'T SAY "ACCOUNTABILITY"

1. Know your people
2. Look for opportunities
3. Define roles
4. Set clear goals
5. Communicate and Celebrate
6. Adjust as needed (but don't give up)

6 Easy Steps

BUILD TEAM ACCOUNTABILITY

Maintain a "users manual"

• what does each person value ($, status, recognition)?
• how does each team member communicate?
• what is each person good at?
• who works well together (or not)?

1) Know Your People

BUILD TEAM ACCOUNTABILITY

Focus on skill development

• Leader vs. Manager
• Who can handle extra responsibility?
• What can you delegate?
• Are there non-vital tasks you can experiment with?
• Ask what they're interested in doing

2) Look for Opportunities

BUILD TEAM ACCOUNTABILITY

• Key word: "define"
• Make clear assignments
• Communicate new assignments to all
• Direct all related questions/issues to the person responsible
• Leave no doubt!

3) Define Who Will Do What

BUILD TEAM ACCOUNTABILITY

Do your team members have the same assignments every day?

DEFINE WHO WILL DO WHAT

Do your team members have the same assignments every day? Is there any scenario where you would delegate some of your usual tasks to someone new?

DEFINE WHO WILL DO WHAT

Do your team members have the same assignments every day? Is there any scenario where you would delegate some of your usual tasks to someone new? Courageous Leadership

WHO WILL DO WHAT: INCLUDE EVERYONE

• embrace uncertainty, and stand up for what's right, even when it's challenging.
• make difficult decisions AND make it look easy, especially when your reputation or job may be on the line.
• willing to take calculated risks to achieve goals, even when facing opposition.

Do your team members have the same assignments every day? Is there any scenario where you would delegate some of your usual tasks to someone new? Courageous Leadership

WHO WILL DO WHAT: INCLUDE EVERYONE

What do you need in order to be successful?

IF YOU ARE A COURAGEOUS LEADER...

What do you need in order to be successful?

IF YOU ARE A COURAGEOUS LEADER...

AKA Psychological Safetythe belief that they won’t be punished when they make a mistake

If your people don't feel safe, they won't take chances, they won't have ownership, and they won't develop accountability. Empower your team to take risks without feeling insecure or embarrassed. If you want them to be accountable, show them that you are accountable by supporting them, regardless of the outcome.

What do you need in order to be successful?

IF YOU ARE A COURAGEOUS LEADER...

HAVE THEIR BACK!

AKA Psychological Safetythe belief that they won’t be punished when they make a mistake

If your people don't feel safe, they won't take chances, they won't have ownership, and they won't develop accountability. Empower your team to take risks without feeling insecure or embarrassed. If you want them to be accountable, show them that you are accountable by supporting them, regardless of the outcome.

What do you need in order to be successful?

IF YOU ARE A COURAGEOUS LEADER...

• Make your expectations known
• Work with assigned leader to set measurable goals
• budget
• scheduling
• safety
• procedures, etc

4) Set Clear Goals

BUILD TEAM ACCOUNTABILITY

ACCOUNTABILITY: SET CLEAR GOALS

• from project start to finish
• communication should come from them (and then you)
• daily check-ins with the whole team
• identify, learn from, and celebrate successes
• and also communicate the challenges

5) Communicate and Celebrate

BUILD TEAM ACCOUNTABILITY

Scoreboard

• be accountable for their performance
• use the "Accountability Dial" to
• monitor
• check-in
• address issues as needed
• present consequences

6) Adjust as you go (it's not always easy)

BUILD TEAM ACCOUNTABILITY

The MentionThe Invitation The Conversation The Boundary The Limit

Accountability Dial

John and Wes are both supervisors for BuildIt, Inc. They hold the same position and manage separate teams. They rarely work together but get along well as peers. BuildIt has a huge project coming up and company leadership is pulling Wes over to John's team for support. John is now handling the project and Wes will report to him. What could go wrong?

Practice

A few days into the project, Wes' team has missed a deadline and he seems to be avoiding John. Group 1: you are John. What's your next move? Group 2: you are Wes. Things aren't going well. What should you do? Group 3: you are 2 levels above John in the company. What's your next move?

Practice

Should all have some level of accountability at this point?

A few days into the project, Wes' team has missed a deadline and he seems to be avoiding John. Group 1: you are John. What's your next move? Group 2: you are Wes. Things aren't going well. What should you do? Group 3: you are 2 levels above John in the company. What's your next move?

Practice

Wes needs to talk about the missed deadline but John isn't in the office as often as expected. Group 1: you are John. When you're not on site, what should the team do? Group 2: you are Wes. What's your next move? Group 3: you are 2 levels above John in the company. What's your next move?

Practice - new info

John and Wes finally catch up. John shares that his boss has instructed others to stray from standard practices in order to save time. John feels this is unethical but isn't sure if he should report it. If the Board of Directors at BuildIt find out, it will damage customer relationships and people could lose their jobs. Group 1: you are John. How should you proceed? Group 2: you are Wes. What's your next move? Group 3: you are 2 levels above John in the company. What will you do if/when this info is shared?

Practice - more new info

Using the info you heard today, do you think you can impact the level of accountability among your team members?

THE POWER OF ACCOUNTABILITY

SMALL GROUP CONVO Discussion groups with people who are NOT part of your usual work team!

YOUR LEADERSHIP LEGACY: SELF REFLECTION

YOUR LEADERSHIP LEGACY: SELF REFLECTION

1) Do you agree? Why or why not?2) Talk about examples of a leader who may have valued:

• strategy over character
• character over strategy

How are these leaders different? 3) When you think about setting goals for yourself or your team, are there times when you have to prioritize one trait over the other? How does accountability come into play? Do your Top 5 Strengths play a role in your response to these questions?

YOUR LEADERSHIP LEGACY: SELF REFLECTION

LEADERSHIP LEGACY

How you choose to make decisions (and the elements you consider) communicates who you are and what you prioritize as a leader.

YOUR LEADERSHIP LEGACY: SELF REFLECTION

"Accountability for results rests at the very core of total quality, employee empowerment, customer satisfaction, and continuous improvement. (Team success) boils down to (people being) personally accountable - rising above their circumstances and doing whatever it takes (ethically) to get the results they want.” -The OZ Principle

FINAL THOUGHTS

Homework Review!

ACCOUNTABILITY: SET CLEAR GOALS

Sharing with professional peers provides:

• different perspectives
• opportunity to learn from their past experience
• self-awareness and confidence
• accountability to yourself

WHY SHOULD I SHARE?

IMPORTANT NOTE:It's not a competition. Your goal is yours. It is not more or less important than someone else's.

WHY SHOULD I SHARE?

30 minutes!

• Share the goal you set for yourself, including action steps. (Is your goal SMART?)

• Share your Leadership Legacy Statement
• Share how your goal will support your Leadership Legacy!

Gather with Your Peer Group

March 21, 2025 Evaluation

April 11 Coaching for High Performance May 9 Leading Work Teams May 23 Resolving Conflict

1. Record progress on your goal!
2. Make notes about a specific challenge you are facing as a manager/leader
3. Create your Team User's Manual

HOMEWORK for April 11

Maintain a "users manual"

• what does each person value ($, status, recognition)?
• how does each team member communicate?
• what is each person good at?
• who works well together (or not)?

1) Know Your People

BUILD TEAM ACCOUNTABILITY

1. Record progress on your goal!
2. Make notes about a specific challenge you are facing as a manager/leader
3. Create your Team User's Manual

• What does each person value ($, status, recognition)?
• How does each team member communicate?
• What is each person good at?
• Who works well together (or not)?

HOMEWORK for April 11