Page 163 - Fearless Leadership

150 FEARLESS LEADERSHIP

ers should do. Let’s clearly define what 100%-zero accountability means
by comparing it to the traditional way in which people behave: 50/50
accountability. Typically, people are willing to take accountability and
meet others halfway as long as the other party exhibits some sense of
accountability or remorse. This is what happened when a problem
occurred between an operations group and a human resource group. Each
group was willing to take accountability providing the other group
accepted their fair share. A stalemate occurred as both groups grew defen-
sive waiting for the other to act. In a 50/50 model of accountability, indi-
viduals and groups adopt a victim mindset and, as a result, are powerless
to effect change. All action depends on what others choose to do, and tak-
ing accountability is viewed as accepting blame.
In the model of 100%-zero accountability, it does not matter what others
choose. Accountability is viewed as owning the problem or situation. It is
irrelevant who is to blame or what caused the problem. With the owner
mindset firmly in place, people quickly resolve problems by confronting
breakdowns and blind spots and operating with an enterprise perspective.
In the example between the operations and human resources group, the
human resources group ultimately set aside their assumptions and judg-
ments and took 100% accountability. They went to the operations group and
said “Our actions impacted your project deadline and each of you person-
ally, and we apologize. We would like your coaching and input so we can
make corrections.” The statement of accountability from the human
resources group is a demonstration of 100%-zero accountability because (1)
there is no condition or expectation that other individuals or groups respond
in kind, (2) there is a clear and unambiguous statement of accountability
for impact (intended or not), and (3) there is an authentic request for feed-
back and coaching on correcting the immediate and long-term situation.
Taking 100%-zero accountability is an example of giving up the need
to be right about your point of view. When you do this, your behavior is
not dependent on what others do. The “zero” in this formula makes you
the master of your fate. You can choose what you will do, what you will
stand for, and what action you will take without waiting for others to act.
The power of 100% accountability and committed partnerships comes
not from having a handful of these special relationships but from having
an entire organization of committed partners. However, telling people you