“It wasn’t me.”
As a child, those three words were almost always uttered as I pointed my finger at somebody (or something) else. Even today as an adult, I sometimes find that phrase on the tip of my tongue, in my attempt to deflect blame.
However, my father taught me an important lesson as a youngster: if you are pointing your finger at someone else, you have three fingers pointing back at you.
My father’s words came to mind just recently, when a business owner proceeded to fault their employees for a mistake that would have had dire consequences. When I reflect on that situation and many others like it over the years, the human resources professional in me wants to ask: Who hired those employees? Who trained them to do their jobs? Who manages the very employees you deem guilty?
Responsibility is sometimes too big a pill for some to swallow. But leaders are responsible for holding their direct reports accountable; and each layer of supervision has control over their subordinates. That is the way the system is supposed to work, at least.
The chain of command is easy to follow in an organizational chart, but that may be where “easy” stops and “hard” begins. A myriad of issues could be blamed for this accountability conundrum. Setting clear expectations is one common reason why we do not – or cannot – hold people accountable.
Sometimes, our employees’ failures are the result of a manager’s lack of experience or training. Or it could be that the deficiency is attributed to a lack of comprehension or willingness.
No matter what factor we point our finger at, the bottom line is this: as leaders, we failed to impart the appropriate knowledge, to develop accountability skills, and to foster the necessary abilities. With these, our managers are equipped to set measurable goals, monitor progress and fully understand the consequences if goals are not successfully met.
And this same accountability should be passed down the chain of command. No matter the pecking order, every employee is responsible for their individual performance and how their activities contribute to the company’s overall success.
So, where does the buck stop? The simple answer is you, me and anyone who is directing the actions and behaviors of employees.
Hiring the right people, providing more than just adequate training, setting expectations, and giving (commendable and corrective) feedback while you monitor their progress — this is setting the stage for successful accountability within your organization.
Not holding individuals accountable is counterproductive. Goals will not be met. The blame game will reach drag on. Team members who once cared will lose their enthusiasm. And a toxic culture will take root.
But the situation can be corrected with several implementations:
First, shine a spotlight on accountability and draw everyone’s attention to its importance.
Second, communicate clear and measurable expectations.
Third, instill a sense of ownership in employees and empower them to exceed the established goals.
Fourth, invest in the development of employees at all levels.
Fifth, do not shy away from difficult discussions, when employees need corrective action.
And finally, in all things, lead by example.
When it comes to accountability, I am often reminded of attending my first high school basketball game. To this day, I vividly see players raising their hand, holding themselves responsible when they fouled a player on the opposing team.
Today, players act innocent and shocked when a referee calls a foul on them. It is time that we all stop, raise our hands, and accept responsibility.
The famous author Robert Louis Stevenson once said, “Sooner or later everyone sits down to a banquet of consequences.” He understood that you can hold yourself accountable now and take action to correct a situation — or, eventually, you will have three fingers pointing back at you!
Merri Mai Williamson is a 30-year veteran in human resources, holds two national certifications at the highest level and is the founder of two Chattanooga businesses: Application Researchers and HR Master Consultants. She is a past president of Southeast TN SHRM (shrmchattanooga.com) and has been a member more than 20 years.