Creating a Culture
of Accountability
MODIFIED FROM LEADERSHIP IQ, MARK MURPHY, TEXAS ASCD 2014
HTTPS://WWW.LEADERSHIPIQ.COM/
Research by Leadership IQ
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Ask yourself this? Who has the worst job among the people that you
supervise? Is it a high performer?
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When work becomes more stressful the connections become less
important leaders start barking more and investing in relationships less.
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Hours per week people spend interacting with their leader increases
employee engagement and happiness. People who spend 6 hours
per week with their leader are 30% more engaged at work and work
harder at making the workplace better for everyone. Another
interesting point is how much they “like” their boss was not a huge
factor. Simple presence and attention matters most.
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What leaders spend their time doing tells their team what they value.
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Bad leaders hate transparency, where as great leaders love it and use
it to create environments of accountability and to impact culture.
Accountability
Define the excuses so everyone on the team knows what they
are when team members say them.
 Anxiety is a good thing. It is way better than excuses because
there is action and they are trying whatever is new or is
expected? Would you choose someone being anxious doing
what is right with consistency over excuses and tranquility?
 Research on performance reviews and evaluations – 9 out of
10 it says they felt like they got called into the Principals office
whether good or bad. They actually quit acting like adults.
 If we wait for people to mess up to make them accountable
that means they are only accountable when the fail. At some
point accountability must be pointed out when people
succeed and this needs to be done really loud.
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