The Pathway to Healthy Accountability™

Looking back on 2024, it’s amazing to me that no one had thought to research about how to create a culture of healthy accountability in organizations. I’m grateful to clients and partners who influenced us to tackle the assignment. While hundreds of books written over the past 50 years have addressed “accountability,” the material has all been based on theory, specific points of view and occasionally a fact-based case study. But not based on data. 

The Good Leadership team dedicated most of our discretionary energy in 2024 to doing that research. Then we hosted the Good Leadership Conference on that subject. It’s been a very satisfying year! 

Why was research important?

The vast majority of material written about accountability was written from the “left brain” perspective: accountability is best as a ‘discipline of execution.’ The books talk about planning, organizing, clarity, and consequences. Left brain. And we’ve heard over and over again from clients that in this highly flexible and collaborative work environment, that “left brain” approach isn’t creating accountability or effectiveness. 

So, an advisory group recommended we expand the subject to include a more “right brain” approach, focusing on managers who effectively negotiate “shared commitments” to create healthy accountability. The data from nearly 200 interviews and more than 4,300 surveys identified a clear “pathway” for how leaders can get to a culture of healthy accountability. It’s not the Yellow Brick Road, per se…rather, an infinity symbol-like journey with “Individuals seek accountability” at the intersection of the two loops.

What we found were two powerful Organization influences, and two Team influences when working together create a culture of healthy accountability – an environment where people take individual ownership for their work. It’s an exciting discovery that will reshape the Good Leadership coaching and development programming for clients. 

Two Organization influences:

• Positive Role Modeling at the Top: Senior leaders own their work, consistently deliver on what’s promised, and communicate in ways that inspire others to follow suit.
• Select and Promote for Accountability: Organizations prioritize responsibility, teamwork, and commitment to results in aspiring leaders.

Two Team influences: 

• Teams Committed to Disciplined Follow Through: Teams prioritize alignment, commitment and healthy tension to deliver quality work, on time, for customers and other teams.
• Reward the Growing Edge: Organizations recognize progress, encourage responsible risk taking, and prioritize growth over punishment.

To receive a copy of the executive summary of the research for some light holiday reading, simply send a message to info@goodleadership.com