Holding other people accountable can be a challenge for leaders. The leader makes an assumption that their direct reports are just like them. No one has to hold me accountable, so why do I have to hold other people accountable? Why don’t they just do the work that they have to do? Does this sound like a thought you have had or you have heard from other leaders?
There are multiple reasons why holding direct reports is necessary. They don’t have the same level of experience, skill set, understanding of the organization, connections to get things done, or are newer to the role. It doesn’t mean that they can’t be taught or aren’t willing to learn.
Holding others accountable seems to be viewed as a negative. What if you flip it around and look at it differently? Your role as a leader is there to support your team, develop them, and motivate them to get results. Holding them accountable is connected to all three of those things. They may have questions that you could answer, need guidance on the direction they are going in, or help from you to remove an obstacle for them.
Accountability isn’t checking up on them or micro-managing, it is checking in. People with high levels of experience will need less direction from you and those with low levels of experience will need more of your time. As you delegate responsibilities to your team, think about how much of your time will be needed to help them develop their skills. You are accountable for what they deliver. Their failure is your failure and their success is your success.