On “Accountability”
I recently contributed to a LinkedIn article on “accountability” in leadership coaching. Accountability is undoubtedly important. But we also need to hold it more lightly than we think. Here’s why.
To be sure, accountability is a key part of the coaching process for me and virtually any other coach. Between sessions, my clients set small goals for themselves—I call them “experiments”—to work on.
At the end of each session, I ask clients to develop strategies to help themselves follow through on those commitments. When we meet next, we start there, checking in on how it went.
That’s a normal, routine level of accountability. Following through on their commitments deepens clients’ learning and helps them clarify and move toward their goals.
But sometimes, clients come (or are referred) to me because of an accountability “problem.” That is, they or someone else has determined that they just can’t get their work done.
When that happens—or when someone seems to be struggling to follow through on their work between sessions—coaching can easily take a problematic turn. The client’s lack of accountability (or, worse yet, the client themselves) becomes something to be “fixed” or “solved.” Frustration and threats of punishment are in the air.
And coaching immediately stops feeling safe.
That’s why we need to hold “accountability“ lightly. When we do, we can start to look at the underlying agenda the client may be bringing. Several things can open up.
First, we have the opportunity to help the client understand what they truly want. When someone is struggling with accountability, it may mean that they’re simply doing something they don’t really want to do. Building “accountability structures” can distract from the deeper work clients really need.
Second, we have the opportunity to help clients learn to be gentle with themselves. Often, "accountability" is used as a cudgel to judge, condemn, shame, and punish in ways that increase stress and decrease both creativity and productivity. Holding accountability more gently can help clients get out of their own way.
Third, we have the opportunity to look at the leadership environment. Clients’ problems with “accountability” may not start with them. They may be being blamed for crushing workloads, chaotic workplaces, or incompetent or abusive bosses. In that case, clients need to transform that environment—or find a new one.
Imagine holding yourself accountable for what you wanted to do in a way that actually left you feeling good.
Because you knew you were doing what you really wanted to do.
Because you felt confident you could do it.
Because you could feel yourself growing and improving over time.
My coaching can do this. Want to know more? Book your free Discovery Session here.
