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Holding Each Other Accountable 249

Holding Each Other Accountable
Holding people up to their greatness not down to their limitations.

When you hear the words “holding each other accountable,” what
comes to mind? Do you think of a punitive action such as punishing some-
one for making a mistake? If you do, you are in the mainstream. Holding
people accountable is commonly perceived as something that is negative
and disciplinary. As a result, it is not leveraged as a crucial skill because
people are uncomfortable with both holding others accountable and
being held to account.
Without committed partnerships, holding to account does revert to its
reputation of being punitive. In the absence of a commitment to stand for
the success of each other, people do not have a framework for how to
address problems in a supportive manner. Committed partners are aware
that they have blind spots and give each other explicit permission to coach
and hold each other accountable.
In a high performance culture, holding one another accountable is an
essential behavior to help others excel. By calling for the best in perfor-
mance, committed partners transcend perceived limitations and go beyond
past successes. When people are motivated by this greater purpose of being
the best, barriers dissolve quickly and they energetically push one another
to achieve more.
If you are the leader of a team, you will no longer need to referee con-
flict or cajole people to align when you have committed partners who hold
each other accountable. They will demand this of each other. But be pre-
pared because they will also demand this of you. As a new team and envi-
ronment emerges, people will confidently speak up and coach you. You
will find yourself the recipient of requests, coaching, and being held to
account for your leadership impact.
If you are a member of a team, you will have the freedom and power
to shape the future and hold others accountable as your partner, includ-
ing the team leader. You play a critical role in helping people work effec-
tively together so the organization can achieve its objectives.
A CEO who had successfully led his organization through a transfor-
mational process disclosed to me: “The reversal in management direction