Largely it seems, yes. Jobs change so rapidly that even if you had a job description when you started, it is sure to be out of date by now. 

Although in some ways job descriptions may seem old-fashioned, they were useful in understanding personal accountabilities and ensuring key activities had a nominated ‘owner'. 

Clear accountabilities are essential. 

Without clear accountabilities it is difficult to review performance, or ensure tasks are completed on time and targets are met. ‘Who's in charge of that?' is a good question to ask.

Which usually brings answers ranging from perplexed silence to several names - indicating the possibility of an accountability gap or crossed wires. No wonder performance management is so often a problem for senior leaders.

Getting to grips with accountability

What to do if you suspect crossed wires or accountability gaps?

• Hold conversations about business outcomes and ask, ‘Who's accountable for that?' Are you met with blank looks, or does everyone pile in to grab a piece of the action?
• Begin with current accountabilities and check whether they still match what the business requires. Does everyone involved agree?

Clear conversations improve accountability

These accountability conversations will highlight the issues, allow people to reach agreement through discussion - and then generate commitment and follow-through. 

Accountability should not be shared and should come with the sufficient authority and power to take action. Think of it as ‘where the buck stops'.  

Legend has it that Roman engineers, after constructing an arch, would assume accountability by standing under the arch as the capstone was hoisted into place. Perhaps the ultimate in demonstrating personal accountability?

Your staff need the right resources before you can hold them accountable

Leaders need to ensure people have the right resources, which means more than money or people. Check that if a person is being held accountable for something, they have the power to act.

Having the right information and skills is also critical. For example, someone without financial know-how, or accurate data, will find it difficult to be held accountable for managing their budget.

Clear accountabilities mean people will learn how to exercise their judgement and creativity in the best interests of the organisation.

Accountabilities that work give people the opportunity to demonstrate their achievements using the resources and authority entrusted to them. Clear accountabilities drive a performance culture that promotes transparency of decisions and actions.

 ‘Accountability breeds response-ability.' Stephen R. Covey

Would you like to work with us?  Find out more by clicking here.