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Establishing A Culture of Accountability and Responsibilty

Glenn Duker

· Australia,Glenn Duker,Litigation,Business Law,Law

Accountability may be one of the most important aspects of creating a healthy, stable and solid work environment, which in turn creates a healthy, stable and solid business. That being said, establishing a culture of accountability and responsibility is much harder to genuinely create. This is because accountability is generally contrary to our innate nature, which is also exactly why it is so important. Here are three keys to establishing accountability and responsibility in the workplace.

Accountability needs to be a two-way street

Expecting or making subordinates accountable to their superiors is a no-brainer and pretty easy to do. What is more difficult but possibly even more important, however, is remembering and establishing the means by which superiors are also accountable to their subordinates. This one is a much more tough pill to swallow. In a culture that promises leaders can be captain of their own ship and master of their own destiny, accountability can seem to be holding them back which can squelch the promise that many leaders unconsciously pursue.

Accountability needs to happen at every level

Another reality of accountability that can be a tough pill to swallow is that there isn't (or at least should not be) any position or level you can achieve in which you stop being accountable. C-suite executives are (and should be) accountable to boards and the companies they lead, boards are accountable to shareholders and the public, managers are accountable to C-suite executives and their subordinates and subordinates are accountable both to managers and to each other.

Accountability needs to start at the top, not the bottom

Establishing frameworks of accountability and responsibility can't begin by establishing lines of accountability from the bottom up. Leaders often like top-down leadership when it comes to issuing executive orders to the masses, but they don't like it as much when it comes to instilling greater discipline or structure. Top-down leadership often gets a bad rap, which is justified when it is part of a command-and-control structure. In truth, however, top-down leadership works just fine when leaders on the top choice to see it as their responsibility to be setting the pace, tone and culture for those they claim to lead.

**This article is for informational purposes only and is not intended to be legal advice. In relation to your individual situation, always seek advice specific to your circumstances from a lawyer.

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