Three Ways You Are Undermining a Culture of Accountability
Stu Haney
Stu has over 35 years of experience in the AEC industry. A teacher and a coach by nature, what’s most rewarding for Stu is helping others reach their full potential.
Three Ways You Are Undermining a Culture of Accountability
Accountability isn’t just a leadership buzzword—it’s the backbone of every successful organization. Yet, as leaders, we often undermine this critical cultural element without even realizing it. Through my experience as a firm leader and consultant, I’ve seen three behaviors that erode accountability faster than you can say, “Who’s responsible for this?”
Let’s dive in.
Failing to Define a Clear Organizational Chart
Let’s not sugarcoat it: unclear organizational charts are a disaster. Too many leaders dodge the hard conversations about roles, responsibilities, and reporting relationships. Instead, they create convoluted charts to appease egos and avoid conflict.
But here’s the cost: when no one knows who’s responsible for what, no one is truly accountable. Chaos reigns. Bottlenecks form. Finger-pointing thrives.
Courage is the antidote. Sit down, confront the hard truths, and define your organization’s structure clearly. Yes, it may ruffle feathers. Yes, it may lead to uncomfortable conversations. But the clarity and accountability you’ll gain far outweigh the temporary discomfort.
Avoiding Direct Feedback
Conflict avoidance rears its ugly head again! As humans, most of us would rather do anything than tell someone their work is subpar or that they missed the mark. But without specific, timely feedback, accountability crumbles.
Here’s the deal: if you don’t tell people what’s not working, you’re signaling that anything goes. Why should they stretch for a harder, better result if the easier, mediocre one is met with silence?
Leaders, hold yourselves accountable. Get comfortable with being uncomfortable. Constructive feedback isn’t a “nice to have”—it’s a must.
Taking Ownership of Other People’s Problems
You know the drill. Someone brings you a problem, and rather than coaching them through it, you solve it yourself. Maybe it’s quicker. Maybe it feels easier. But make no mistake: this is a massive leadership failure.
Every time you take ownership of someone else’s problem, you rob them of responsibility. Worse, you train them to bring you problems instead of solutions.
The fix? Resist the urge to take over. Offer advice, ask probing questions, and send them back to own the solution. It may take longer now, but it will build their accountability—and save you time in the long run.
Take the First Step
Stop doing these three things, and you’ll make a giant leap toward a culture of accountability. Define roles. Give feedback. Keep ownership where it belongs. Accountability starts with you. Will you rise to the challenge?
