Webinar:
The Language of Accountability
The next time you are listening to a leader speak, listen carefully to the speaker’s use of the word “I.” The manner in which a leader uses this one little word reveals much about his or her inclination towards accountability. Most leaders learn early in their careers to speak in terms of “we.” What should we do? How will we work together? What did we accomplish? They recognize that much of their role is to give voice to the organization’s plans and performance and that, in that context, the use of “we” is most appropriate. But when it comes to their personal accountability, it’s all about the “I” word. As you listen, you will quickly become adept at spotting leaders who have a strong sense of personal accountability and those that do not.
Consider the four sample statements in the non-accountable list below. When leaders use these or similar statements, they are signaling a lack of accountability. Conversely, the corresponding statements in the accountable list signal a strong sense of personal accountability.
Not Accountable
- I had to…
- I cannot…
- I need to…
- I am unable to…
Accountable
- I chose to…
- I will not…
- I want to…
- I am unwilling to…
The difference between these phrases may appear subtle, but if you listen closely, they speak volumes about the degree to which a leader takes responsibility for his or her thoughts, opinions, and actions.
How often do you hear a leader saying things like…
“I had to fire him”
“I cannot get along with the Board”
“I need to get more support from the company”
“I am unable to agree with you”
These comments denote a lack of personal accountability and erode leadership effectiveness. I believe that we are always listening to those around us, almost unconsciously, and grading them on the accountability scale. We naturally attribute the qualities of leadership to those individuals who assume personal accountability and discount the leadership of those who do not.
Think about the language you use. Does your language suggest that you hold yourself accountable for your own performance, or do you deflect responsibility elsewhere? It may seem like a small matter of language choice, but its impact on how you are perceived as a leader is enormous.
Gregg Thompson is President of Bluepoint Leadership Development and author of Unleashed: Expecting Greatness and Other Secrets of Coaching for Exceptional Performance. He can be reached by email.
