I regularly write about a variety of growth-focused strategies, systems, and skills. Yet, while these areas are certainly important, the biggest determinant of success is an organization’s ability to execute. Give me average strategies, systems, and skills with dogged execution and I’ll beat anyone with average execution.
If I could use one predictor to determine how well a company executes, I would very quickly choose accountability. I’ve learned that accountability is a fascinating core component of a company’s culture. While everyone seems to like talking about accountability (and they love to hold others accountable), very few create an effective culture of accountability.
3 Reasons Accountability Efforts Fail
The definition of accountability is quite simple. It means to hold yourself out to account for something. There’s a dramatic Lake Wobegon effect with accountability. While we know accountability is a problem in most organizations, I can’t ever recall a time where someone willingly admitted, “Hey, I’m not accountable here.”
There’s a tremendous amount of effort exerted to create accountability, but few organizations seem to pull it off effectively over an extended period of time. In my experience there are three primary reasons that accountability fails to take hold: