True Accountability vs Hollow Rhetoric

We've all experienced those moments when a company achieves a significant milestone or inks a major contract, and the jubilations and commendations kick off. Perhaps there's a fancy evening out at a fine establishment, or work comes to a halt as everyone gathers with refreshments in hand. Senior executives laud the achievement as the result of a cohesive, high-performing team working together toward a common objective. It's an occasion for collective pride, and rightfully so.

This celebratory atmosphere is entirely appropriate; after all, all achievements should be recognised and celebrated.

However, what occurs when things take a turn for the worse? Collective accountability and responsibility can often be forgotten.

It's not unusual, in times of adversity, to witness individuals attempting to evade the spotlight, as they anticipate that senior management might forgo any sense of collective understanding and resort to playing the blame game.

Employees might seek refuge away from the office, onsite interactions with customers or suppliers, take sick leave, or, if they remain in the office, attempt to go unnoticed, keep a low profile, avoid making eye contact with their superiors, or engage in more hushed conversations with colleagues in hopes of avoiding unwanted attention.

Collective accountability applies to both the highs and the lows.

While it's crucial for collective accountability to exist when things go well, one could argue that it's even more vital when things go awry.

When a team consistently upholds collective accountability for its actions, it minimizes the chances of negative occurrences that are within its control. Each team member collaborates transparently with others, fostering open and candid interactions across departments, resulting in a clearer understanding of overall processes, challenges, and opportunities to provide aid and counsel, even in areas that fall outside their individual responsibilities.

Senior managers should do everything within their power to foster an environment that encourages such openness and transparency. They should offer guidance and support to their team members as individuals, groups, and as a whole in this process.

Only then can managers genuinely claim that their teams and employees uphold collective accountability, not just in times of success. Otherwise, the celebrations and commendations mentioned at the outset become hollow words that everyone can see through.