The Accountability Paradox: Why Less Control Yields More Results

For decades, the mantra of “hold people accountable” has been endlessly repeated by managers, seeking the holy grail of productivity. In some jobs — like air traffic control, where one tiny slip-up could spell disaster — this approach seems right. But for most of us? It’s not exactly the recipe for a thriving workplace. Don’t get me wrong. Accountability is imperative for success. So, what’s the alternative? Instead of “holding” people accountable, try “fostering” accountability. It’s just a subtle shift in semantics, but it carries a huge impact on the workplace dynamics. So, let’s take a moment to break down the difference between “holding” people accountable and “fostering” accountability.

The Challenges of “Holding” People Accountable

Let’s get this straight. Here when we say “holding” people accountable, we’re talking about employing an authoritarian leadership style where employees perform per direction rather than internal motivation. It’s about using a close management approach. This paradigm can potentially lead to a culture driven by compliance rather than proactive problem-solving. It can also breed micromanagement and hinder creativity and innovation. Not the right path to progress, is it?

The Power of “Fostering” Accountability

When we say “fostering” accountability, it’s about creating an environment where employees naturally want to take ownership of their work. It’s a shift from external direction to internal motivation. When we do this right, employees will take more initiative and hold themselves to higher standards. The result? Not just improved performance, but a more dynamic, more resilient team culture.

The Triple-C Framework: Clear, Coach, Continuous

So, how can you make this shift? Here are some strategies:

1. Clear Expectations: Get crystal clear with your team on your expectations and why they matter. And no, this isn’t about regurgitating the employees’ position descriptions. It’s about creating a shared vision that resonates with your team. Begin by articulating what success looks like for each role and project. But don’t stop there. Dive deep into the “why” behind these expectations. This approach transforms expectations from mere tasks into meaningful contributions.
2. Coach, Don’t Police: Ditch the whistle and focus on coaching your team. As perfectly said in the bestseller, Trillion Dollar Coach, by Eric Schmidt and co-authors, “Coaching is no longer a specialty; you cannot be a good manager without being a good coach.” To achieve this, use frameworks like GROW (Goal, Reality, Options, Will) to structure your conversations. These chats will help you build trust and grow your team.
3. Continuous Feedback: Don’t wait for annual reviews to provide feedback. Accountability isn’t an annual event. Instead use regular check-ins and one-on-ones to guide and refine your team. Think of it as ongoing tune-ups rather than a once-a-year overhaul.

Remember, the goal isn’t to eliminate accountability. Your aim should be to transform accountability from an imposed obligation into an embraced value. By shifting from “holding” to “fostering” accountability, you’re not just changing words — you’re changing your entire work culture. Ready to make the shift? What are you waiting for? Your team awaits you!

Adeline (Addy) Maissonet is a Procurement Analyst for the Defense Pricing, Contracting, and Acquisition Policy (DPCAP) within the Office of the Secretary of Defense (OSD), U.S. Department of Defense (DoD). She serves as a senior advisor on contracting policies and procedures and the agency’s representative on the Department’s views on proposed legislation to Congressional members, their staff, and committee staffers. Prior to her current role, Addy served as a Division Chief and Contracting Officer with unlimited warrant authority for the U.S. Army Mission and Installation Contracting Command (MICC) — Fort Eustis, Virginia. Addy holds an MBA in Management and Contracting Level III Certification under the Defense Acquisition Workforce Improvement Act. She is a graduate from Cornell University’s Executive Leadership Certificate Program. In her free time, Addy enjoys hiking and overlanding with her family and friends.

Note: The views and opinions expressed in this article are those of the author and do not necessarily reflect the official policy or position of the Department of Defense.

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