Advertisement
Accountability Questions for Leaders: Cultivating a Culture of Responsibility
Author: Dr. Evelyn Reed, PhD in Organizational Psychology, Certified Leadership Coach
Publisher: The Leadership Institute, a leading publisher of books and resources for leadership development.
Editor: Sarah Chen, MA in Journalism, experienced editor specializing in business and leadership publications.
Introduction:
Leadership isn't just about vision and strategy; it's fundamentally about accountability. Effective leaders understand that fostering a culture of accountability is crucial for organizational success. This involves not only holding others accountable but also holding themselves to the highest standards. This article explores the critical role of accountability questions for leaders, providing a framework for self-reflection and improved leadership practices. We'll delve into practical examples, personal anecdotes, and case studies to illustrate how these questions can transform leadership and organizational performance.
H1: The Power of Accountability Questions for Leaders:
Accountability questions for leaders aren't about assigning blame; they are powerful tools for growth and improvement. They encourage self-awareness, identify areas needing attention, and promote a culture where responsibility is embraced, not avoided. The right questions can illuminate blind spots, uncover systemic issues, and drive positive change.
H2: Personal Anecdote: The Project That Went Wrong:
Early in my career, I led a team on a crucial project that ultimately failed. Initially, I focused on assigning blame, pointing fingers at individual team members. However, a seasoned mentor challenged me with a series of accountability questions for leaders: "Evelyn, what role did your leadership play in this failure? Where did your communication falter? What systems or processes could have been improved to prevent this?" These questions shifted my perspective. I realized my own failings in clear communication, delegation, and proactive risk management were significant contributors. This experience profoundly impacted my understanding of the importance of self-accountability and its cascading effect on team performance. The failure became a powerful learning opportunity, transforming my leadership style and approach to accountability.
H2: Case Study: The High-Performing Team:
In contrast, I worked with a company where the CEO consistently used accountability questions for leaders within her team. She didn't micromanage, but she regularly engaged in reflective conversations, asking questions like: "What are the biggest obstacles you're facing in achieving your goals?" or "How are you measuring your progress, and what adjustments are needed?" This approach fostered a culture of ownership and proactive problem-solving. The team consistently exceeded expectations, demonstrating the direct correlation between leader accountability and team success.
H2: Types of Accountability Questions for Leaders:
Effective accountability questions for leaders fall into several key categories:
Self-Assessment Questions: These focus on the leader's own actions and impact. Examples include: "What are my strengths and weaknesses as a leader?", "How effectively did I communicate my expectations?", "Where did I fall short in supporting my team?", and "What are my blind spots in this situation?".
Team Performance Questions: These focus on the team's overall performance and the leader's role in it. Examples include: "What are the key performance indicators for the team, and how are we tracking against them?", "Are there any systemic issues hindering team performance?", "How can I better support individual team members to achieve their goals?", and "What can I do to enhance team collaboration and communication?".
Strategic Alignment Questions: These assess the alignment between the team's actions and the overall organizational goals. Examples include: "How are our team's activities contributing to the broader organizational strategy?", "Are there any misalignments that need to be addressed?", and "How can we better integrate our work with other teams?".
Ethical Questions: These ensure ethical considerations are central to leadership decisions and actions. Examples include: "Are my actions aligned with the company's values and ethical code?", "Have I treated all team members fairly and equitably?", and "How can I ensure ethical decision-making within the team?".
H2: Implementing Accountability Questions for Leaders:
The effectiveness of accountability questions for leaders depends on the context and how they're used. Here are some best practices:
Regularly Schedule Time: Make time for regular self-reflection and team check-ins where accountability questions are addressed.
Create a Safe Space: Foster an environment where open and honest feedback is encouraged without fear of retribution.
Focus on Solutions: The goal is not to assign blame but to identify areas for improvement and develop action plans.
Provide Support: Offer resources and training to help team members develop their skills and overcome challenges.
Lead by Example: Demonstrate self-accountability to inspire others to do the same.
H2: Case Study: Addressing a Performance Issue:
Consider a scenario where a team member consistently misses deadlines. Instead of immediate reprimand, a leader using accountability questions for leaders might engage in a conversation like this: "I've noticed you've missed several deadlines recently. Can you tell me what challenges you're facing? What support do you need from me to help you meet deadlines consistently? Are there any resources or training that could assist you?" This approach fosters a collaborative problem-solving environment and empowers the team member to take ownership of the issue.
Conclusion:
Mastering the art of asking accountability questions for leaders is a cornerstone of effective leadership. It's not about pointing fingers but about fostering a culture of responsibility, growth, and continuous improvement. By regularly engaging in self-reflection and constructive dialogue with their teams, leaders can unlock the full potential of their organizations and drive lasting success. The journey towards accountability is an ongoing process, requiring commitment, self-awareness, and a genuine desire to foster a culture of responsibility at all levels.
FAQs:
1. What if team members are resistant to accountability questions? Address resistance by creating a safe and supportive environment, emphasizing growth over blame, and demonstrating your own commitment to accountability.
2. How often should leaders ask accountability questions? Regularity is key. Consider weekly check-ins, monthly team meetings, and periodic self-reflections.
3. How can I ensure accountability questions are perceived as constructive, not critical? Frame the questions as opportunities for growth and improvement, focusing on solutions and support rather than blame.
4. What are the consequences of neglecting accountability questions? Neglecting accountability questions can lead to decreased performance, low morale, a lack of ownership, and ultimately, organizational failure.
5. Can accountability questions be used in all types of organizations? Yes, the principles of accountability apply across diverse organizational settings, adapting the specific questions to the context.
6. How do I measure the effectiveness of using accountability questions? Assess the effectiveness by tracking key performance indicators, measuring team morale, and gathering feedback from team members.
7. What if a leader is uncomfortable asking tough accountability questions? Practice asking these questions in a safe environment, such as with a mentor or coach.
8. Can accountability questions be used for self-improvement? Absolutely. Self-reflection using accountability questions is a powerful tool for personal and professional development.
9. How do accountability questions differ from performance reviews? Accountability questions are ongoing, focused on continuous improvement, while performance reviews are typically periodic and more formal.
Related Articles:
1. Developing Self-Accountability in Leaders: This article explores strategies for leaders to improve their self-awareness and take ownership of their actions.
2. Building a Culture of Accountability: This article discusses practical steps for establishing a workplace culture where accountability is valued and practiced.
3. The Role of Feedback in Accountability: This article examines how constructive feedback can be used to promote accountability and drive performance improvement.
4. Accountability and Team Dynamics: This article explores the relationship between accountability and effective team collaboration.
5. Accountability Questions for Remote Teams: This article provides specific accountability questions tailored to the challenges of leading remote teams.
6. Accountability and Leadership Styles: This article analyzes how different leadership styles impact the implementation of accountability practices.
7. Overcoming Resistance to Accountability: This article offers strategies for addressing resistance to accountability initiatives within an organization.
8. Measuring the Impact of Accountability Initiatives: This article outlines methods for assessing the effectiveness of accountability programs.
9. Accountability and Organizational Change: This article examines the role of accountability in successful organizational change management.
| accountability questions for leaders: Accountability: The Key to Driving a High-Performance Culture Greg Bustin, 2014-02-07 Best practices for using accountability, trust, and purpose to turn your long-term vision into reality Accountability explains why the “carrot-and-stick” approach doesn’t work—and describes how to build and sustain a culture based on shared beliefs, positive action, and internal leadership development. The author’s conclusions are based on data resulting from his work with more than 3,000 executives worldwide, plus exclusive interviews with Fortune's Most Admired Companies and Best Places to Work. Greg Bustin has written a monthly bulletin about leadership and accountability that goes to more than 4,000 managers/executives. He speaks about 50 times per year in the U.S., Canada, and the UK and is one of the top-rated Vistage speakers. He also gives workshops and webinars on planning, execution, and accountability to business owners and leaders in the U.S. and Canada. |
| accountability questions for leaders: Intelligent Accountability: Creating the conditions for teachers to thrive David Didau, 2020-11-06 Uncertainty is a fact of life. You can never know enough to make perfect decisions. Understanding this helps us balance an awareness of our tendency towards overconfidence with an acceptance of our own fallibility. The book discusses two opposed models of school improvement: the deficit model (which assumes problems are someone’s fault) and the surplus model (which assumes problems are unintended systemic flaws). By aligning ourselves to a surplus model we can create a system of Intelligent Accountability. The principles that make this possible are trust, accountability and fairness. While we thrive when trusted, unless someone cares about – and is holding us to account – for what we do, we’re unlikely to be our best. Some teachers deserve more trust and require less scrutiny than others, but in order to satisfy the demands of equality we end up treating all teachers as equally untrustworthy. The more we trust teachers, the more autonomy they should be given. To pursue a system of fair inequality we must accept that autonomy must be earned. |
| accountability questions for leaders: The Accountable Leader Brian Dive, 2008 Management consultant Dive explores the relationship between leadership, accountability, and organizational structure. He argues that the majority of leadership-related problems arise not from ineffective individuals but from organizational structures that lack accountable jobs. |
| accountability questions for leaders: No Ego Cy Wakeman, 2017-09-19 The New York Times bestselling author of Reality-Based Leadership rejects the current fad of engaging employees and the emotional drama of meeting their needs--returning leadership to leaders and productivity to businesses. For years now, leaders in almost every industry have accepted two completely false assumptions--that change is hard, and that engagement drives results. Those beliefs have inspired expensive attempts to shield employees from change, involve them in high-level decision-making, and keep them happy with endless “satisfaction surveys” and workplace perks. But what these engagement programs actually do, Cy Wakeman says, is inflate expectations and sow unhappiness, leaving employees unprepared to adapt to even minor changes necessary to the organization’s survival. Rather than driving performance and creating efficiencies, these programs fuel entitlement and drama, costing millions in time and profit. It is high time to reinvent leadership thinking. Stop worrying about your employees’ happiness, and start worrying about their accountability. Cy Wakeman teaches you how to hire “emotionally inexpensive” people, solicit only the opinions you need, and promote self-awareness in your whole team. No Ego disposes with unproven HR maxims, and instead offers a complete plan to turn your office from a den of discontent to a happy, productive place. |
| accountability questions for leaders: Good Authority Jonathan Raymond, 2018 Why is it so rare for people to truly own their work? How can the employee engagement numbers be so bad year after year with no sign of getting better? In this book, Jonathan Raymond invites us to reexamine our assumptions about the role of leaders and how culture change and personal growth actually happen. The idea is as simple as it is radical: personal and professional growth are one thing, not two. Through powerful stories from his time as CEO of one of the most influential business coaching brands, along with the work he's doing with clients today. Jonathan Raymond reveals the good, bad and truly ugly of real life as a leader- from the perspective of someone who's made all the mistakes and reinvented a business (and himself) in the process. Good Authority is full of personal stories of leaders making the changes that matter, the real-life dialogue they're having with their teams and how you can change the conversation you're having with yours.--Page 4 of cover. |
| accountability questions for leaders: Just Ask Leadership: Why Great Managers Always Ask the Right Questions Gary B. Cohen, 2009-08-28 John T. Chain, Jr., rose from a second lieutenantto four-star general and led ournational missile defense program. Mike Harper led ConAgra Foods from$636 million to $20 billion in 20 years andincreased its stocks value 150 times over. Ask Gary Cohen what these remarkable leadershave in common and his answer will bestraightforward: They use questions to generatefresh ideas, inspire committed action, andbuild an army of forward-thinking leaders. In Just Ask Leadership, Cohen steers you awayfrom the all-too-common idea that if youdon’t assert yourself with strong statements,you will not be respected. On the contrary,statistics prove that 95 percent of employeesprefer to be asked questions rather than betold what to do. Involving employees andcolleagues in decision making processesbuilds an environment rich with energy, excitement,and innovative problem solving. Just Ask Leadership outlines not only specificquestions to ask in certain contexts, but alsohow to implement question-based leadershipas a whole. Learn how to Spend more time onlong-term goals—and lesson short-term crises Build a culture of accountability Create unity and trust throughoutyour workforce Steer decision making to the mostappropriate parties Develop rapport while instillingrespect When you ask questions, you show respect—and you are respected in turn. It is thatsimple. A combination of Cohen’s proven expertiseand interviews with nearly 100 highly effectiveleaders, Just Ask Leadership explains howto harness the power of questions to makeyour organization more competitive, moreprofitable, and a better place to work. |
| accountability questions for leaders: No Bullsh!t Leadership Martin G. Moore, 2021-09-28 What makes a truly exceptional leader? Discover the practical, fail-proof tools that will help you to fine-tune your leadership skills, solidify respect among your workforce, and ensure your company’s lasting success. When Martin G. Moore was asked to rescue a leading energy corporation from ever-increasing debt and a lack of executive accountability, he faced an uphill battle. Not only had he never before stepped into the role of CEO; he also had no experience in the rapidly evolving energy sector. Relying on the practical leadership principles he had honed throughout his thirty-three-year career, he overhauled the company’s culture, redefined its leadership capability, and increased earnings by a compound annual growth rate of 125 percent. In No Bullsh!t Leadership, Moore outlines these proven leadership principles in a clear, direct way. He sweeps away the mystical fog surrounding leadership today and lays out the essential steps for success. Moore combines this tangible advice with honest, real-world examples from his own career to provide a no-nonsense look at the skills a true leader possesses. Moore’s principles for no bullshit leadership focus on: Creating value by focusing only on the things that matter most Facing conflict, adversity, and ambiguity with decisiveness and confidence Setting uncompromising standards for behavior and performance Selecting and developing great people Making those people accountable, and empowering them to do their best Setting simple, value-driven goals and communicating them relentlessly Though the steps aren’t easy, they are guaranteed, if implemented, to lift your leadership–and your organization–to a higher level. Wherever you are in your career, No Bullsh!t Leadership will help you develop the skills and form the habits needed to become a no bullshit leader. |
| accountability questions for leaders: Accountable Leaders Vince Molinaro, 2020-06-10 Proven methods to push your organization to its maximum potential with responsible leadership Accountable Leaders is the real-world guide to propelling your business to extraordinary levels of performance and achievement. Leadership accountability is a major issue in organizations around the globe. Research has shown that teams and individual employees are overwhelmingly dissatisfied with the degree of accountability demonstrated by their leaders. Effective teams need responsible and accountable leaders—the solution seems simple. Yet, thousands of businesses are struggling with mediocre performance and widening gaps in leadership. This essential resource provides practical and no-nonsense strategies to transform any organization into a cohesive, highly motivated culture of accountable leaders and fully committed teams. Bestselling author Dr. Vince Molinaro shares his proven methods of optimal leadership accountability, providing a step-by-step blueprint for leaders in any organization. Developed from years of experience helping Fortune 500 companies build strong leaders and effective teams, this book will enable you to: Build strong leadership accountability to leverage competitive advantage, increase team performance, and close the leadership gap in your organization Understand why gaps in leadership occur and recognize accountability issues in your own organization Develop an effective strategy to instill a culture of accountability and responsibility in your business Identify and implement organizational practices that encourage accountable leadership throughout your management structure Accountable Leaders is a vital guide for anyone who leads a team: from managers and supervisors, to CEOs and CHROs. This invaluable guide will provide the tools and knowledge to take you and your organization to incredible levels of performance and achievement. |
| accountability questions for leaders: The Leadership PIN Code Dr Nashater Deu Solheim, 2020-02-04 As a seasoned business leader, do you wonder why you sometimes get the traction you want with people, while other times it feels like you're spinning your wheels? It's not luck. You must be able to persuade and influence those you lead to get results in a positive way. Finding the win-win in every interaction is critical to achieving this, as your team and stakeholders must willingly go in the direction you're asking them to go. It's the integration of these skills--persuasion, influence, and negotiation--that allows leaders to gain traction and develop high-performing, fully engaged teams. In The Leadership PIN Code, Dr Nashater Deu Solheim shares a unique and proven framework for creating the impact and influence you need in your daily work. You'll learn how to use three simple keys to get what you need from every interaction--while also maintaining positive relationships. If you want to be a leader who inspires trust, easily navigates conflict, and creates value every day, The Leadership PIN Code is for you. |
| accountability questions for leaders: Supportive Accountability Sylvia Melena, 2018-07-02 INSPIRE EMPLOYEES AND IMPROVE PERFORMANCE WITH SUPPORTIVE ACCOUNTABILITY LEADERSHIP: Some leaders are too harsh. Some are too lenient. Others are completely disengaged from employee performance management. Striking a delicate balance between supportive leadership and accountability is the key to ensuring employees are as effective and productive as possible.Sylvia Melena is the architect of the Supportive Accountability Leadership¿ Model, a simple but powerful framework that helps leaders create a motivating work environment while promoting accountability and improving performance. Through a mix of stories, actionable tips, and tools, you'll learn how to:¿Master the art of supportive leadership¿Inspire employees to advance your organization's vision¿Monitor performance and customer service efficiently¿Lead effective performance improvement conversations¿Pinpoint critical support factors to unleash performance¿Wield the power of employee recognition¿Boost performance through progressive discipline¿Document skillfully You'll also receive free access to the Performance Documentation Toolkit to help you ease the burden of employee performance documentation. |
| accountability questions for leaders: What to Ask the Person in the Mirror Robert Steven Kaplan, 2011-07-12 Successful leaders know that leadership is less often about having all the answers—and more often about asking the right questions. The challenge lies in being able to step back, reflect, and ask the key questions that are critical to your performance and your organization’s effectiveness. In What to Ask the Person in the Mirror, leadership expert Robert Kaplan presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career. He lays out areas of inquiry, including questions such as: Do I clearly articulate my vision and top priorities to my employees and key constituencies? Does the way I spend my time enable me to achieve my top priorities? Do I give subordinates timely and direct feedback they can act on? Do I actively seek feedback myself? Have I developed a succession roadmap? Is my organization’s design aligned with the achievement of its objectives? Is my leadership style still effective, and does it reflect who I truly am? Packed with real-life situations, this highly readable and practical guide helps you learn to ask the right questions—and work through the answers in ways that are right for you. By asking these questions, you can tackle the inevitable challenges of leadership as you craft new strategies for staying on top of your game. |
| accountability questions for leaders: Winning with Accountability Henry J. Evans, 2008-10 Looking to achieve greater results by creating a high-accountability culture in your organization? This book shows you how! By implementing this Accountability process, you can take your team to new levels of excellence. The practical methods outlined in this book will guide you to increase your personal and organization's success--Book cover |
| accountability questions for leaders: QBQ! The Question Behind the Question John G. Miller, 2004-09-09 The lack of personal accountability is a problem that has resulted in an epidemic of blame, victim thinking, complaining, and procrastination. No organization—or individual—can successfully compete in the marketplace, achieve goals and objectives, provide outstanding service, engage in exceptional teamwork, or develop people without personal accountability. John G. Miller believes that the troubles that plague organizations cannot be solved by pointing fingers and blaming others. Rather, the real solutions are found when each of us recognizes the power of personal accountability. In QBQ! The Question Behind the Question®, Miller explains how negative, ill-focused questions like “Why do we have to go through all this change?” and “Who dropped the ball?” represent a lack of personal accountability. Conversely, when we ask better questions—QBQs—such as “What can I do to contribute?” or “How can I help solve the problem?” our lives and our organizations are transformed. THE QBQ! PROMISE This remarkable and timely book provides a practical method for putting personal accountability into daily actions, with astonishing results: problems are solved, internal barriers come down, service improves, teams thrive, and people adapt to change more quickly. QBQ! is an invaluable resource for anyone seeking to learn, grow, and change. Using this tool, each of us can add tremendous worth to our organizations and to our lives by eliminating blame, victim-thinking, and procrastination. QBQ! was written more than a decade ago and has helped countless readers practice personal accountability at work and at home. This version features a new foreword, revisions and new material throughout, and a section of FAQs that the author has received over the years. |
| accountability questions for leaders: Leading With Emotional Courage Peter Bregman, 2018-07-11 The Wall Street Journal bestselling author of 18 Minutes unlocks the secrets of highly successful leaders and pinpoints the missing ingredient that makes all the difference You have the opportunity to lead: to show up with confidence, connected to others, and committed to a purpose in a way that inspires others to follow. Maybe it’s in your workplace, or in your relationships, or simply in your own life. But great leadership—leadership that aligns teams, inspires action, and achieves results—is hard. And what makes it hard isn’t theoretical, it’s practical. It’s not about knowing what to say or do. It’s about whether you’re willing to experience the discomfort, risk, and uncertainty of saying or doing it. In other words, the most critical challenge of leadership is emotional courage. If you are willing to feel everything, you can do anything. Leading with Emotional Courage, based on the author’s popular blogs for Harvard Business Review, provides practical, real-world advice for building your emotional courage muscle. Each short, easy to read chapter details a distinct step in this emotional “workout,” giving you grounded advice for handling the difficult situations without sacrificing professional ground. By building the courage to say the necessary but difficult things, you become a stronger leader and leave the “should’ves” behind. Theoretically, leadership is straightforward, but how many people actually lead? The gap between theory and practice is huge. Emotional courage is what bridges that gap. It’s what sets great leaders apart from the rest. It gets results. It cuts through the distractions, the noise, and the politics to solve problems and get things done. This book is packed with actionable steps you can take to start building these skills now. Have the courage to speak up when others remain silent Be stable and grounded in the face of uncertainty Respond productively to opposition without getting distracted Weather others’ anger without shutting down or getting defensive Leading with Emotional Courage coaches you to build your emotional courage, exercise it effectively, and create an environment in which people around you take accountability to get hard things done. |
| accountability questions for leaders: Self-Handicapping Leadership Phillip J. Decker, Jordan Paul Mitchell, 2015-11-12 Every day, millions of employees watch their leaders sabotage themselves. They watch, they learn, and then they do it, too. Next thing you know, everyone’s lost motivation, and nobody takes ownership. That’s how organizations fail. This book will help you break the vicious cycle of self-handicapping leadership in your organization, stop the excuses, and unleash all the performance your team is capable of delivering. Phil and Jordan reveal how and why people handicap themselves even when they know better. Next, they offer real solutions from their own pioneering research and consulting. You’ll find practical ways to strengthen accountability and self-awareness, recognize the “big picture,” improve decision-making, deepen trust and engagement, develop talent, escape micromanagement, and focus relentlessly on outcomes. Your colleagues can be far more effective, and so can you. In fact, it starts with you–right here, right now, with this book. Many leaders inadvertently create cultures of failure. They model and promote “selfhandicapping” actions, where people withdraw effort or create new problems, in order to maintain their own self-images of competence. Self-Handicapping Leadership shines the spotlight on this widespread and destructive phenomenon and presents real action plans for overcoming it. |
| accountability questions for leaders: Interview Questions and Answers Richard McMunn, 2013-05 |
| accountability questions for leaders: Accountability: Taking Ownership of Your Responsibility Henry Browning, 2012-01-03 More and more managerial challenges require leaders to be accountable-to take initiative without having full authority for the process or the outcomes. Accountability goes beyond responsibility. Whereas responsibility is generally delegated by the boss, the organization, or by virtue of position, accountability is having an intrinsic sense of ownership of the task and the willingness to face the consequences that come with success or failure. Through this guidebook you will learn how your organization and its leaders can create a culture that fosters accountability by focusing on five areas: support, freedom, information, resources, and goal and role clarity. |
| accountability questions for leaders: How to Lead When Your Boss Can't (or Won't) John C. Maxwell, 2019-10-01 Don’t let a bad boss or manager hold you back from being successful! Every day millions of people with high potential are frustrated and held back by incompetent leaders. New York Times bestselling author and leadership expert John C. Maxwell knows this because the number one question he gets asked is about how to lead when the boss isn’t a good leader. You don’t have to be trapped in your work situation. In this book, adapted from the million-selling The 360-Degree Leader, and now distilled down for busy professionals, Maxwell unveils the keys to successfully navigating the challenges of working for a bad boss. In How to Lead When Your Boss Can’t (or Won’t), Maxwell teaches you how to: position yourself for current and future success, take the high road with a poor leader, avoid common pitfalls, work well with teammates, and develop influence wherever you find yourself. Practicing the principles taught in this book will result in endless opportunities—for your organization, your career, and your life. You can learn how to lead when your boss can’t (or won’t). |
| accountability questions for leaders: Dare to Lead Brené Brown, 2018-10-11 In her #1 NYT bestsellers, Brené Brown taught us what it means to dare greatly, rise strong and brave the wilderness. Now, based on new research conducted with leaders, change makers and culture shifters, she’s showing us how to put those ideas into practice so we can step up and lead. Leadership is not about titles, status and power over people. Leaders are people who hold themselves accountable for recognising the potential in people and ideas, and developing that potential. This is a book for everyone who is ready to choose courage over comfort, make a difference and lead. When we dare to lead, we don't pretend to have the right answers; we stay curious and ask the right questions. We don't see power as finite and hoard it; we know that power becomes infinite when we share it and work to align authority and accountability. We don't avoid difficult conversations and situations; we lean into the vulnerability that’s necessary to do good work. But daring leadership in a culture that's defined by scarcity, fear and uncertainty requires building courage skills, which are uniquely human. The irony is that we're choosing not to invest in developing the hearts and minds of leaders at the same time we're scrambling to figure out what we have to offer that machines can't do better and faster. What can we do better? Empathy, connection and courage to start. Brené Brown spent the past two decades researching the emotions that give meaning to our lives. Over the past seven years, she found that leaders in organisations ranging from small entrepreneurial start-ups and family-owned businesses to non-profits, civic organisations and Fortune 50 companies, are asking the same questions: How do you cultivate braver, more daring leaders? And, how do you embed the value of courage in your culture? Dare to Lead answers these questions and gives us actionable strategies and real examples from her new research-based, courage-building programme. Brené writes, ‘One of the most important findings of my career is that courage can be taught, developed and measured. Courage is a collection of four skill sets supported by twenty-eight behaviours. All it requires is a commitment to doing bold work, having tough conversations and showing up with our whole hearts. Easy? No. Choosing courage over comfort is not easy. Worth it? Always. We want to be brave with our lives and work. It's why we're here.’ |
| accountability questions for leaders: Everyday Disciples Chris Wilterdink, 2016-07-01 Everyday Disciples: Covenant Discipleship with Youth by Chris Wilterdink resources pastors, youth leaders, and youth groups with information and planning materials related to Covenant Discipleship and accountability practices. Covenant Discipleship encourages youth to connect with Christ and one another through mutual accountability. It also encourages a networked support structure for living in the world as Christ followers. |
| accountability questions for leaders: You Can Change Other People Peter Bregman, Howie Jacobson, 2021-09-22 Discover how to change the lives of the people around you In You Can Change Other People, the world’s #1 executive coach, Peter Bregman, and Howie Jacobson, Ph.D., share the Four Steps to help the people around you make positive change — even if they’ve been stuck for years. The authors rely on over 50 years of collective professional experience to show you exactly what to say to influence those around you for the better. Changing the way you talk will stop you from being perceived as a critic, and turn you into a welcomed and effective ally. You’ll learn how to: Disarm their defensiveness and increase their confidence to act Turn people’s biggest problems into even bigger opportunities Ensure accountability and follow through without making them dependent on you No one wants to be changed; but change and personal growth are critical to success, and more importantly, to a fulfilled life. You Can Change Other People is a must-read for those who want to improve their impact with co-workers, family members, and everyone in between. |
| accountability questions for leaders: Leadership Promises for Every Day John C. Maxwell, 2007-02-04 Applauded as one of the world's most popular leadership experts, John C. Maxwell distills many of his winning concepts and scriptural meditations into a daily devotional, following the phenomenally popular format of Grace for the Moment and Hope for Each Day. Delivered with his trademark style of confidence and clarity, Maxwell addresses a host of relevant topics including success, stewardship, teamwork, and mentoring. |
| accountability questions for leaders: Lead Paul David Tripp, 2020-08-24 The church is experiencing a leadership crisis. What can we do to prevent pastors from leaving the ministry? For every celebrity pastor exiting the ministry in the spotlight, there are many more lesser-known pastors leaving in the shadows. Pastor and best-selling author Paul David Tripp argues that lurking behind every pastoral failure is the lack of a strong leadership community. Tripp draws on his decades of ministry experience to give churches twelve gospel principles necessary to combat this leadership crisis. Each of these principles, built upon characteristics such as humility, dependency, and accountability, will enable new and experienced leaders alike to focus their attention on the ultimate leadership model: the gospel. |
| accountability questions for leaders: Nobodies for Jesus Chuck Lawless, 2014-01-31 Chuck Lawless loves the local church. He also loves the Great Commission. And one of his passions is to see every member of the body of Christ become a Great Commission member. The concept of Nobodies for Jesus is simple but profound: take 14 days and develop a Great Commission lifestyle. The book weaves through numerous New Testament narratives to show how regular people, nobodies, became somebody for the sake of the gospel. This book, if taken seriously, has the ability to transform individuals, groups, and even entire churches. The 14-day study guide is excellent for use in multiple settings. |
| accountability questions for leaders: Reality-Based Leadership Cy Wakeman, 2010-09-21 Leadership strategies grounded in reality and focused on results Recent polls show that 71% of workers think about quitting their jobs every day. That number would be shocking-if people actually were quitting. Worse, they go to work, punching time clocks and collecting pay checks, while completely checked out emotionally. In Reality-Based Leadership, expert Fast Company blogger Cy Wakeman reveals how to be the kind of leader who changes the way people think about and perceive their circumstances-one who deals with the facts, clarifies roles, gives clear and direct feedback, and insists that everyone do the same-without drama or defensiveness. Filled with dynamic examples, innovative tools, and diagnostic tests, this book shows you how to become a Reality-Based Leader, revealing how to: Uncover destructive thought patterns with yourself and others Diffuse drama and lead the person in front of you Stop managing and start leading, empowering others to focus on facts and think for themselves Equipped with a facts-based, confident approach, you will free yourself from the frustrations you face at work and transform yourself into a Reality-Based Leader, with the ability to liberate and inspire others. |
| accountability questions for leaders: The Leadership Contract Field Guide Vince Molinaro, 2018-01-04 Commit to great leadership and implement it today The Leadership Contract Field Guide provides a practical blueprint for implementing the Leadership Contract. Reading is one thing, but new ideas cannot be useful until they are put into practice—so now it is time to commit. Review the major tenets of great leadership, internalize them, and look around at your organization; what does your organization currently need the most? Where is the clear deficit? What do your people most need right now to work to their full potential? That’s where you start. Decisions? Make them. Obligations? Fulfill them. Hard work? Toughen up. Leadership is a privilege and a responsibility, and this book shows you how to move from conceptualizing “great leadership” into practicing great leadership—starting today. This guide summarizes what you learned in The Leadership Contract, and integrates that knowledge into real-world actions that make you more effective, while new discussion on accountability draws from research and case studies from major organizations to give you fresh perspective and valuable insight. The result is a clear roadmap to high performance, and you’re standing on the starting line—are you ready to go? Review the key points of what it means to lead Focus on accountability and fulfilling obligations Identify and accommodate organizational needs Implement the Contract to become a more effective leader Your employees are your biggest, most valuable asset, and you should be theirs. You need to equip them to succeed, motivate them to achieve, and inspire them to new heights with each and every interaction. In word and in deed, you must walk the walk every single day. This is what great leadership looks like, and it is already inside of you. The Leadership Contract Field Guide gives you a systematic blueprint for unleashing your very best and achieving so much more. |
| accountability questions for leaders: Leadership Accountability in a Globalizing World C. Williams, 2006-05-02 Leadership accountability - for violence, corruption and environmental harm - is a new aspect of globalization and civil society. This innovative forward-looking analysis explains how 'cumulative lock-in' fuels leadership deceit. The lessons are for those learning to be, or learning to question, leaders. |
| accountability questions for leaders: Good Leaders Ask Great Questions John C. Maxwell, 2014-10-07 A #1 New York Times bestselling author and leadership expert answers questions from his readers about what it takes to be in charge and make a difference. John Maxwell, America's #1 leadership authority, has mastered the art of asking questions, using them to learn and grow, connect with people, challenge himself, improve his team, and develop better ideas. Questions have literally changed Maxwell's life. In GOOD LEADERS ASK GREAT QUESTIONS, he shows how they can change yours, teaching why questions are so important, what questions you should ask yourself as a leader, and what questions you should be asking your team. Maxwell also opened the floodgates and invited people from around the world to ask him any leadership question. He answers seventy of them--the best of the best--including . . . What are the top skills required to lead people through difficult times? How do I get started in leadership? How do I motivate an unmotivated person? How can I succeed working under poor leadership? When is the right time for a successful leader to move on to a new position? How do you move people into your inner circle? No matter whether you are a seasoned leader at the top of your game or a newcomer wanting to take the first steps into leadership, this book will change the way you look at questions and improve your leadership life. |
| accountability questions for leaders: Leadership Without Easy Answers Ronald A. Heifetz, 2009-07-01 The economy uncertain, education in decline, cities under siege, crime and poverty spiraling upward, international relations roiling: we look to leaders for solutions, and when they don’t deliver, we simply add their failure to our list of woes. In doing do, we do them and ourselves a grave disservice. We are indeed facing an unprecedented crisis of leadership, Ronald Heifetz avows, but it stems as much from our demands and expectations as from any leader’s inability to meet them. His book gets at both of these problems, offering a practical approach to leadership for those who lead as well as those who look to them for answers. Fitting the theory and practice of leadership to our extraordinary times, the book promotes a new social contract, a revitalization of our civic life just when we most need it. Drawing on a dozen years of research among managers, officers, and politicians in the public realm and the private sector, among the nonprofits, and in teaching, Heifetz presents clear, concrete prescriptions for anyone who needs to take the lead in almost any situation, under almost any organizational conditions, no matter who is in charge, His strategy applies not only to people at the top but also to those who must lead without authority—activists as well as presidents, managers as well as workers on the front line. |
| accountability questions for leaders: The Accountable Leader Brian Dive, 2008-07-03 The Accountable Leader is centred around three themes - leadership, accountability and organizational structure, and explores what it means for managers to be held to account at all levels in an organization. It will show that most leadership related problems arise from the ineffectiveness of organisational structures that lack accountable jobs. Complete with case study material and international examples, The Accountable Leader brings home the importance of accountability as the necessary and robust platform for the assessment of potential leaders and leadership development - and demonstrates how clear accountability enables managers to achieve much more within their roles. The Accountable Leader was prestigiously voted one of 'The Thirty Best Business Books of 2008' by Soundview Executive Book Summaries, USA. |
| accountability questions for leaders: Lift Ryan W. Quinn, Robert E. Quinn, 2015-07-31 Just as the Wright Brothers combined science and practice to finally realize the dream of flight, Ryan and Robert Quinn combine research and personal experience to demonstrate how to reach a psychological state that elevates us and those around us to greater heights of achievement, integrity, openness, and empathy. It's the psychological equivalent of aerodynamic lift, and it is the fundamental state of leadership. This book draws on recent advances in positive psychology and organizational science to describe four questions that, when asked in any situation, will help us experience the fundamental state of leadership. Engaging personal stories illustrate how the Quinns and others have applied these concepts at work, at home, and in the community. -- |
| accountability questions for leaders: The 4 Disciplines of Execution Chris McChesney, Sean Covey, Jim Huling, 2016-04-12 BUSINESS STRATEGY. The 4 Disciplines of Execution offers the what but also how effective execution is achieved. They share numerous examples of companies that have done just that, not once, but over and over again. This is a book that every leader should read! (Clayton Christensen, Professor, Harvard Business School, and author of The Innovator s Dilemma). Do you remember the last major initiative you watched die in your organization? Did it go down with a loud crash? Or was it slowly and quietly suffocated by other competing priorities? By the time it finally disappeared, it s likely no one even noticed. What happened? The whirlwind of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow. The 4 Disciplines of Execution can change all that forever. |
| accountability questions for leaders: The Five Temptations of a CEO Patrick M. Lencioni, 2008-06-23 A commemorative edition of the landmark book from Patrick Lencioni When it was published ten years ago, The Five Temptations of a CEO was like no other business book that came before. Highly sought-after management consultant Patrick Lencioni deftly told the tale of a young CEO who, facing his first annual board review, knows he is failing, but doesn't know why. Refreshingly original and utterly compelling, this razor-sharp novelette plus self-assessment (written to be read in one sitting) serves as a timeless and potent reminder that success as a leader can come down to practicing a few simple behaviors that are painfully difficult for each of us to master. Any executive can learn how to recognize the mistakes that leaders can make and how to avoid them. The lessons in The Five Temptations of a CEO, are as relevant today as ever, and this special anniversary edition celebrates ten years of inspiration and enlightenment with a brand-new introduction and reflections from Lencioni on new challenges in business and leadership that have arisen in the past ten years. |
| accountability questions for leaders: For the Strength of Youth The Church of Jesus Christ of Latter-day Saints, 1965 OUR DEAR YOUNG MEN AND YOUNG WOMEN, we have great confidence in you. You are beloved sons and daughters of God and He is mindful of you. You have come to earth at a time of great opportunities and also of great challenges. The standards in this booklet will help you with the important choices you are making now and will yet make in the future. We promise that as you keep the covenants you have made and these standards, you will be blessed with the companionship of the Holy Ghost, your faith and testimony will grow stronger, and you will enjoy increasing happiness. |
| accountability questions for leaders: The Five Most Important Questions You Will Ever Ask About Your Organization Peter F. Drucker, 2008-04-18 With Peter Drucker's five essential questions and the help of five of today's thought leaders, this little book will challenge readers to take a close look at the very heart of their organizations and what drives them. A tool for self-assessment and transformation, answering these five questions will fundamentally change the way you work, helping you lead your organization to an exceptional level of performance. Peter Drucker's five questions are: What is our Mission? with Jim Collins Who is our Customer? with Phil Kotler What does the Customer Value? with Jim Kouzes What are our Results? with Judith Rodin What is our Plan? with V. Kasturi Rangan These essential questions, grounded in Peter Drucker's theories of management, will take readers on a exploration of organizational and personal self-discovery, giving them a means to assess how to be--how to develop quality, character, mind-set, values and courage. The questions lead to action. By asking these questions, readers can focus on why they are doing what they are doing in their work, and how to do it better. Designed for today's busy professionals, this brief, clear and accessible book will challenge readers to ask these provocative questions and it will stimulate spirited discussions and action within any organization, inspiring positive change and new levels of excellence, helping all to envision the future of theirs' or any organization. |
| accountability questions for leaders: A Church for the 21st Century Leith Anderson, 1992-07-01 From the author of Dying for Change, a book on how to bring change to a local church to meet the challenges of a changing society. |
| accountability questions for leaders: Extreme Ownership Jocko Willink, Leif Babin, 2017-11-21 An updated edition of the blockbuster bestselling leadership book that took America and the world by storm, two U.S. Navy SEAL officers who led the most highly decorated special operations unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life. Sent to the most violent battlefield in Iraq, Jocko Willink and Leif Babin’s SEAL task unit faced a seemingly impossible mission: help U.S. forces secure Ramadi, a city deemed “all but lost.” In gripping firsthand accounts of heroism, tragic loss, and hard-won victories in SEAL Team Three’s Task Unit Bruiser, they learned that leadership—at every level—is the most important factor in whether a team succeeds or fails. Willink and Babin returned home from deployment and instituted SEAL leadership training that helped forge the next generation of SEAL leaders. After departing the SEAL Teams, they launched Echelon Front, a company that teaches these same leadership principles to businesses and organizations. From promising startups to Fortune 500 companies, Babin and Willink have helped scores of clients across a broad range of industries build their own high-performance teams and dominate their battlefields. Now, detailing the mind-set and principles that enable SEAL units to accomplish the most difficult missions in combat, Extreme Ownership shows how to apply them to any team, family or organization. Each chapter focuses on a specific topic such as Cover and Move, Decentralized Command, and Leading Up the Chain, explaining what they are, why they are important, and how to implement them in any leadership environment. A compelling narrative with powerful instruction and direct application, Extreme Ownership revolutionizes business management and challenges leaders everywhere to fulfill their ultimate purpose: lead and win. |
| accountability questions for leaders: From Bud to Boss Kevin Eikenberry, Guy Harris, 2011-01-07 Practical advice for making the shift to your first leadership position The number of people who will become first-time supervisors will likely grow in the next 10 years, as Baby Boomers retire. Perhaps the most challenging leadership experience anyone will face isn't one at the top, but their first promotion to leadership. They must deal with the change and uncertainty that comes with a new job, requiring new skills, and they've been promoted from peer to leader. While the book addresses the needs of any manager, supervisor, or leader, it pulls from the best leadership and management thinking, and puts the focus on the difficulties that new leaders experience. Includes practical information for new managers who must supervise friends and former peers Authors are expert consultants who work with leaders at all levels Shows how to adopt the mindset of a leader, including: communicating change, giving feedback, coaching employees, leading productive teams, and achieving goals This much-needed book can help new leaders get beyond the stress and fear to focus on becoming the most effective leader they can be-starting right now. |
| accountability questions for leaders: Leadership with Impact JUAN CARLOS. WEISS ARAQUE (EUGENIA L.), Eugenia L. Weiss, 2024-11-06 The COVID-19 pandemic has substantially changed the landscape in organizational management and leadership, highlighting the need for stronger relationships and support needed by health and human service workers. In this new edition, the authors introduce the I.D.D.E.A. (Innovation, Design, Diversity, Execution, and Assessment) Leadership Framework through which health and human service practitioners can easily design, implement, and evaluate innovative programs to help vulnerable populations and promote organizational and social change. Chapters are updated throughout and Leadership Profiles have been added to each chapter. |
| accountability questions for leaders: Leverage Leadership Paul Bambrick-Santoyo, 2012-06-06 Paul Bambrick-Santoyo (Managing Director of Uncommon Schools) shows leaders how they can raise their schools to greatness by following a core set of principles. These seven principles, or levers, allow for consistent, transformational, and replicable growth. With intentional focus on these areas, leaders will leverage much more learning from the same amount of time investment. Fundamentally, each of these seven levers answers the core questions of school leadership: What should an effective leader do, and how and when should they do it. Aimed at all levels of school leadership, the book is for any principal, superintendent, or educator who wants to be a transformational leader. The book includes 30 video clips of top-tier leaders in action. These videos bring great schools to you, and support a deeper understanding of both the components of success and how it looks as a whole. There are also many helpful rubrics, extensive professional development tools, calendars, and templates. Explores the core principles of effective leadership Author's charter school, North Star Academy in Newark, New Jersey, received the highest possible award given by the U.S. Department of Education; the National Blue Ribbon Print version includes an instructive DVD with 30 video clips to show how it looks in real life. E-book customers: please note that details on how to access the content from the DVD may be found in the e-book Table of Contents. Please see the section: How to Access DVD Contents Bambrick-Santoyo has trained more than 1,800 school leaders nationwide in his work at Uncommon Schools and is a recognized expert on transforming schools to achieve extraordinary results. |
ACCOUNTABILITY Definition & Meaning - Merriam-Webster
The meaning of ACCOUNTABILITY is the quality or state of being accountable; especially : an obligation or willingness to accept responsibility or to account for one's actions. How to use …
7 Truths About Accountability That You Need to Know - Inc.com
Sep 14, 2017 · Here are seven truths about accountability, which will help you better understands and increase accountability levels in your organization. 1 – Accountability starts with you
Do You Understand What Accountability Really Means?
Oct 13, 2016 · Every leader I’ve ever met sees accountability as a foundational ingredient in a healthy and sustainable culture. The problem is, as is often the case with leadership and …
Accountability: Definition, Types, Benefits, and Example - Investopedia
Apr 10, 2025 · Accountability is the acknowledgment by a company, an individual, or another entity that they're responsible for their actions. What Is Accountability? Accountability refers to …
ACCOUNTABILITY | English meaning - Cambridge Dictionary
ACCOUNTABILITY definition: 1. the fact of being responsible for what you do and able to give a satisfactory reason for it, or…. Learn more.
Accountability - Wikipedia
In leadership roles, [2] accountability is the acknowledgment of and assumption of responsibility for actions, products, decisions, and policies such as administration, governance, and …
Accountability | Definition & Examples | Britannica
accountability, principle according to which a person or institution is responsible for a set of duties and can be required to give an account of their fulfilment to an authority that is in a position to …
What is Accountability? (11 Key Points) - Simplicable
Feb 20, 2025 · Accountability is the obligation to take responsibility for things that are under your direction or control. Fulling this obligation requires admitting to failures, answering to …
What Is Accountability? Definition, Types & Examples
Jun 2, 2023 · Accountability is a term used to describe an individual’s responsibility for completing a task or assignment. It is also used in reference to a person’s ability to be held responsible for …
2024 Accountability Data - Weymouth (03360000) - Mass
Overall classification: All Massachusetts districts and schools with sufficient data are classified into one of two accountability categories: districts and schools requiring assistance or …
ACCOUNTABILITY Definition & Meaning - Merriam-Webster
The meaning of ACCOUNTABILITY is the quality or state of being accountable; especially : an obligation or willingness to accept responsibility or to account for one's actions. How to use …
7 Truths About Accountability That You Need to Know - Inc.com
Sep 14, 2017 · Here are seven truths about accountability, which will help you better understands and increase accountability levels in your organization. 1 – Accountability starts with you
Do You Understand What Accountability Really Means?
Oct 13, 2016 · Every leader I’ve ever met sees accountability as a foundational ingredient in a healthy and sustainable culture. The problem is, as is often the case with leadership and …
Accountability: Definition, Types, Benefits, and Example - Investopedia
Apr 10, 2025 · Accountability is the acknowledgment by a company, an individual, or another entity that they're responsible for their actions. What Is Accountability? Accountability refers to …
ACCOUNTABILITY | English meaning - Cambridge Dictionary
ACCOUNTABILITY definition: 1. the fact of being responsible for what you do and able to give a satisfactory reason for it, or…. Learn more.
Accountability - Wikipedia
In leadership roles, [2] accountability is the acknowledgment of and assumption of responsibility for actions, products, decisions, and policies such as administration, governance, and …
Accountability | Definition & Examples | Britannica
accountability, principle according to which a person or institution is responsible for a set of duties and can be required to give an account of their fulfilment to an authority that is in a position to …
What is Accountability? (11 Key Points) - Simplicable
Feb 20, 2025 · Accountability is the obligation to take responsibility for things that are under your direction or control. Fulling this obligation requires admitting to failures, answering to …
What Is Accountability? Definition, Types & Examples
Jun 2, 2023 · Accountability is a term used to describe an individual’s responsibility for completing a task or assignment. It is also used in reference to a person’s ability to be held responsible for …
2024 Accountability Data - Weymouth (03360000) - Mass
Overall classification: All Massachusetts districts and schools with sufficient data are classified into one of two accountability categories: districts and schools requiring assistance or …
