Page 261 - Fearless Leadership

248 FEARLESS LEADERSHIP

nize the emotional impact their behavior has on others. Further, even if
they do understand the impact of their behavior, most do not have the
skills to correct it and sustain new behaviors over time. Even with the best
intention, a leader will default to old and unproductive behaviors with-
out a structure of support.
In our work with leaders and executives, we consistently find them to
be highly committed and accountable. It is rare to encounter a leader who
does not have an overriding commitment to do his or her best. But this is
often accompanied by the frustration of feeling hampered, misunderstood,
and alone. Combine this feeling of separation with a low level of aware-
ness about the impact on others, and you have the formula for good lead-
ers behaving in unproductive ways.
A predictable blueprint emerges in working with leaders and teams:
people do not change their behavior unless they experience a shocking
comprehension about how their behavior is inconsistent with their fun-
damental beliefs and values. For a leader to choose to alter his or her
behavior, something—such as a constructive intervention—must happen
to create a profound and heightened sense of self-awareness.
What is needed is a way of cracking the code for dramatically transform-
ing leadership effectiveness. This chapter examines the all-important
question: “How do you hold others accountable in a way that is both sup-
portive and produces the result needed?” In answering this question we
examine another one: “Who has the accountability?” Above all, you must
understand where you are placing accountability so you can balance sup-
porting people to do their best while holding them accountable. This
chapter will also teach you how to dismantle the automatic behaviors that
prevent people from holding each other accountable and constructively
intervene in an unproductive situation.

THE KEY TO GREATNESS: HOLDING EACH OTHER
ACCOUNTABLE
A culture of 100% accountability is a self-correcting environment in
which leaders at all levels actively coach one another and intervene in
unproductive behavior. They accept nothing less than what an individual
or team is capable of achieving. They hold people up to high standards
of behavior instead of focusing on their limitations.