Accountability

‘Creating a healthy culture of accountability’ is one of the prime objectives of the Scaling Up process, but what do we mean by accountability?

Accountability is not blame; it isn’t about who do we blame when something doesn’t work out. Although some people will use the term in that way. Nor is it really about doing the work, although some people will use the term in that way too.

Being accountable is about ownership. It is about making sure the work gets done, even if the person accountable is also the person doing the work. So it also refers to effectively planning the work, highlighting and flagging up possible blockages and removing them and communicating progress.

Essentially and in law the person accountable is always the person at the head of the organisation but it is impossible for the head of any organisation to be across every element of the organisation and that is where delegation comes into the discussion.

When we delegate something we are really handing the accountability of that element of work to another person. Delegation is a specific and precise skillset. If we do it well there will be a level of accountability and if we do it poorly there will be no accountability.

If your organisation lacks accountability we really need to look at our delegation skills.

So the questions for this week are;

• On a scale of 0 to 10 how would you rate the level of accountability in our firm?
• Are all elements of our work always being carried out to a high standard of timeliness and quality?
• Do all team members know what they are accountable for?
• Does every element of our activities have an accountable person assigned (other than the boss)?
• Is there a clear and visible scoreboard?

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