Tag Archive for: Accountability

Nobody Killed the Initiative. It Just Faded.

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Execution Fade Isn’t a Project Management Problem — It’s a Leadership One

But it started so well…

Most strategic initiatives launch well — clear rationale, visible leadership backing, a kickoff. Then, somewhere around month three to six, the attention quietly moves on.

Steering committee meetings get skipped. Updates get shorter. The thing that was going to change how the organization operates becomes one more line item.

This rarely looks like outright failure.

More often it’s one of three quieter outcomes: the work limps across the finish line, delivered by a team that stopped believing leadership cared about its success.

Or the scope shrinks to match whatever resources are left. Nobody formally decides that or owns it.

Or the bar gets lowered, the team declares victory, and everyone quietly knows what actually happened.

Each version is survivable enough that no one has to name it which is exactly why the pattern repeats.

 

Execution Fade is a leadership team problem, not a project management one. And it has real cost. The sunk budget and resource costs. The project team’s sense that their time was wasted. Another opportunity lost or challenge left partially unaddressed.

 

Two important fixes for Execution Fade.

  • Put the initiative on the standing leadership team agenda and check it against the original intent, not just activity.
  • Make one leadership team member (not the program lead) fully accountable for each initiative. Tie their goals and their incentives to it. Ownership at the program level gets you coordination; ownership at the leadership level gets you commitment.

The launch is the easy part. Sustained attention has to be managed on purpose. Like anything that’s important, it doesn’t happen on its own.

Accountability Without Blame

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Accountability has a reputation problem.

For a lot of people, being held accountable feels like being set up to be blamed. So, they hedge commitments, qualify timelines, and avoid owning outcomes they’re not certain they can control.

The result is a team that’s busy, well-intentioned, and too often vague about who is responsible for what.

That’s not an accountability problem. It’s a safety problem.

When people experience accountability as punitive, they learn to protect themselves from it. They underpromise. They blame circumstances. They point to dependencies. None of this is laziness. It’s rational behavior in response to the environment they’re in.

I worked at a large consulting firm where accountability and blame were synonymous. During a performance review, I told one of our staff consultants that the partner wanted him to share more of his ideas. He said he didn’t know that was ‘allowed’. He had seen too many staff consultants blamed for ‘not following the plan’ when they tried to add a different way of thinking to a project or plan. The message was don’t add anything to the process. Just do what you’re told. The project managers thought they were creating accountability. What they were really doing was creating an atmosphere of fear.

Real accountability is built on clarity, not pressure.

It starts with commitments specific enough to be meaningful. Not “we’ll make progress on this” but “we’ll have a decision by the 15th.” Vague commitments can’t be held — they can only be argued about.

It also requires that when something goes wrong, the first question is “what do we need to do differently?” rather than “whose fault is this?” These may sound a bit similar. But they produce completely different conversations.

The leader’s role

The tone of accountability on a team usually traces back to how the leader handles their own misses. When a leader acknowledges openly that something didn’t go as planned — without deflection — they give everyone else permission to do the same. I’ve seen this happen in real time in executive teams. The power of acknowledgement was the productive conversation it created.

That modeling is quiet and powerful. It signals that honesty about what’s not working is valued more than the appearance of having everything under control.

How does your team handle accountability when things don’t go to plan? Reply and let me know.

E.Onderick-Harvey@NextBridgeConsulting.com

Worried About Accountability During the “Great Resignation?”

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Record numbers of people are leaving their jobs and it’s putting a strain on businesses and their leaders. When you’re concerned about holding onto your best talent (who are usually the first to leave because they have the best options), it may seem like the wrong time to really hold people accountable. To be honest, we have become a little fearful. For many, the thinking is, “if I push my people too much right now, they’ll be even more likely to go.” Losing more good people is a legitimate concern. But here’s how accountability can actually work in your favor and increase your ability to retain and engage your best talent.

Three things you can do now to make accountability work:

  • Align performance with client needs.  It’s a lot easier to talk with someone about their performance if you explain how it matters to clients, including internal clients. “Lisa, let’s talk about ABC Pros. They’re one of our most important clients, so we need to bump up our performance for them. What do you think are the top three ways we can do that?” Add your views and expectations to the discussion. Making clients the focus of the conversation reduces the likelihood that they’ll take it personally. It’s not about what you want, it’s about what the client expects. The same is true about aligning expectations with business strategy. It reminds the individual how they make an important contribution. Connecting to their personal goals can make it even more powerful.
  • Map accountability to your team members’ professional development goals.  This is one of those areas where the art of conversation matters a great deal. Accountability can – and should – be framed up as an exercise in helping your employee meet both their business and development goals. “Mike, we talked last month about your interest in learning how to do more complex data analysis. Let’s look at what you’ve done on this project to see what you’re doing well, and where you can make adjustments that would aid in your development.” This can lead to a constructive discussion about the project goals and parameters you discussed with him earlier.
  • Make accountability a two-way street.  Good leaders know that trust and a sense of fairness are critical to developing a productive working relationship with others, regardless of their role. One of the most effective ways to do that is for you to be accountable to your team members as well. This could mean making time to meet with them on a regular basis, helping them overcome resource issues or other organizational barriers, or following up on your development commitments. When you’re trying to establish their accountability include what commitments you are making to support them. “Alisha, what can I do to make this easier for you to accomplish?” Or “What have I done that’s helped you on this project?  What’s not been helpful? What else can I do?”
All three of these elements of accountability were important before the great resignation. The stakes are higher now, so doing these things well will pay even greater dividends.