By Sylvia Lafair, Ph.D.
In my work with senior executives and management teams, one issue that is complex and constantly uncomfortable centers around discussing accountability. For many, just the word itself sets people on edge.
The blame game is immediately activated, and leaders put their energy into fi guring out how to help those lazy, annoying, or ineffective employees they label procrastinators, rebels, or avoiders. The underlying idea, sadly, is to see the problem “out there.” It’s a common way to feel safe and not have to look at personal behavior that may be at the heart of the issue.
Bring the concept closer to home, and you see eyes look down and bodies tense up. The stance quickly becomes one to defend, explain, and justify why others are to blame.