The Accountability Fallacy

The first of the three axioms, the Accountability Fallacy, captures a common mistake people make when they assume that others fail to follow through because there is something wrong with them. This false assumption comes easily to most of us because we clearly see the evidence that convicts the culprits of not caring enough or not working hard enough to get the job done. Basically we assume people to be proven guilty until proven innocent. When leaders fall prey to the Accountability Fallacy, they not only assume that their people are flawed, but that they themselves can do little or nothing to change those flaws except punishing people for having them. Real accountability always requires us to look at ourselves for anything that might be missing.

In a nutshell;  IT’S ALWAYS YOUR FAULT AND NOTHING TO DO WITH ME

The Accountability Assumption

The second axiom, the Accountability Assumption, dictates that you should always begin with the assumption that, in any given circumstance, people are doing their very best to fulfil your expectations. This assumption consistently applied, will start the whole journey toward holding others accountable on a positive and principled track. Whenever you begin by assuming the worst in others, you will most likely see the worst in others behaviour (not to mention your own) emerge. The Accountability Assumption allows you to begin with the view that people always want to work just as much as you do and that they are doing all they can to make that happen. This approach not only brings out the best in you, but, with some rare exceptions, it accurately reflects the truth about the people with whom you work.

In a nutshell;  TRY TO SEE THE BEST IN PEOPLE

The Accountability Truth

Under all of this lies the third and final axiom, the Accountability Truth, which provides a more effective way of looking at the problem when people fail to follow through and deliver on expectations. By ‘Truth’ we simply mean when things go wrong, there is usually something wrong with what ‘I am doing’. When you embrace this principle, you take control of future outcomes and internalise the continual need to improve your effectiveness with respect to holding others to accountable. Thinking and behaving this way produces better results. You become more proficient at getting things done through others. When you see yourself as part of the problem, you empower yourself to join the team that will do whatever it takes to solve it.

In a nutshell; IT’S PROBABLY YOUR FAULT FOR NOT EXPLAINING IT ALL PROPERLY