Accountability
Can we still use this word in cultures of high ownership, high trust and high performance?
Some would say no because it infers hierarchy, and let's be frank, it normally does. However, we all have responsibilities and we are held accountable for the consequences of our actions, good or bad. And if you do a bit of research, you'll find that having responsibilities and 'being held' responsible aren't two sides of the same coin. Being responsible; taking responsibility and having responsibilities are all typically seen as positive things. Being held responsible however is not. A quick online search suggests these definitions:
What does it mean to hold someone accountable?
Someone who is accountable is completely responsible for what they do and must be able to give a satisfactory reason for it.
What does it mean to hold someone responsible?
To blame someone for something.
In the context of forming high performing teams and workforces, VFS consider "providing accountability" as a property of the system within which people operate, that enables learning, self reflection and self-management. High performing Individuals and High Performing teams demonstrate high levels of personal and collective accountability. Lower levels of ownership and accountability may be a result of personal attitudes & beliefs or working environments that are unsupportive. However, high levels of personal ownership and accountability can only be achieved when you choose to take responsibility for your actions.
Constructive Accountability
We know that high levels of psychological safety are required for teams to thrive and perform to a high level.
Psychological safety is the belief that you won't be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes.
"The highest-performing teams have one thing in common: psychological safety — the belief that you won’t be punished when you make a mistake. Studies show that psychological safety allows for moderate risk-taking, speaking your mind, creativity, and sticking your neck out without fear of having it cut off — just the types of behavior that lead to market breakthroughs. So how can you increase psychological safety on your own team? First, approach conflict as a collaborator, not an adversary. When conflicts come up, avoid triggering a fight-or-flight reaction by asking, “How could we achieve a mutually desirable outcome?” Speak human-to-human, but anticipate reactions, plan countermoves, and adopt a learning mindset, where you’re truly curious to hear the other person’s point of view. Ask for feedback to illuminate your own blind spots. If you create this sense of psychological safety on your own team starting now, you can expect to see higher levels of engagement, increased motivation to tackle difficult problems, more learning and development opportunities, and better performance. "
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