As a leader I am responsible for holding others accountable. I do this by setting clear guidelines and expectations, communicating objectives we intend to achieve, monitoring performance, providing helpful feedback, coaching as required, and taking corrective action when necessary. Sometimes challenging, but manageable and always rewarding for both sides.
What I find more interesting is how I hold myself accountable. To me being self-accountable is managing my feelings, thoughts, reactions, actions and behaviour.
Being self-accountable means only I know what is best for me. I may seek advice from a mentor or someone I trust, but ultimately I choose the path I intend to follow. For this reason, being true to my values and underlying self is an important part of being accountable to me.
I demonstrate self-accountability by being a good role model. My words and actions complement each other. I have learned that people base their impressions on how they feel after our encounter, rather than by what I have done. Being self-accountable means I follow through with my promises. A lack of self-accountability will negatively impact the trust others will have in me. Without trust a relationship is shaky.
Being self-accountable means I give credit to others when our team is successful, and I accept personal responsibility when we are unsuccessful. I don't blame others for the mistakes we make. Failure is a wonderful opportunity to reflect on what went wrong and to learn from the experience. I accept loss with grace (most of the time) and acknowledge success with humility and awe (after all, it is amazing how all the moving parts come together to achieve success).
I am my number 1 client. It is important to stay true to me despite difficult circumstances. In the words of Deborah Lee: "Self-accountability is who you are when no one is looking." The consequences of my choices and decisions are all mine.
I wouldn't have it any other way.