One of the major challenges facing organizations today is to ensure accountability with its policies, procedures and philosophy. Over the years, I have seen numerous instances where there are rules, standards, expectations and policies that are continuously ignored, sabotaged, and/or broken for any number of reasons by a variety of employees.

As a manager, business owner or executive, ensuring that what you expect is actually happening on a consistent and routine basis is often a difficult, yet necessary, essential and effective task if you want to ensure that your organization operates with integrity and effectiveness.

Some examples where there can be a lack of accountability are:

-favored employees

-ego-centered management style

-inconsistent discipline for infractions

-expecting behavior without taking the time or effort to inspect that the behavior is actually happening

-inconsistent treatment of new employees

-inconsistent of family members who are employees

-varying compensation plans

-bonuses that are given with no thought for performance

There are numerous others. Why not ask yourself - Is there any area in my organization or department where there is inconsistent accountability?

You can’t manage your organization, department or group from behind your desk. You must circulate, be visible and get to know your people. This takes commitment and time, but will pay positive dividends in the long run.

Perceptions become reality in the minds of employees. It doesn’t matter if what they believe is true or not. If they believe it in their minds, it is true.

One of the best ways to determine the prevailing perceptions and attitudes throughout your organization is to conduct an employee perception and attitude audit. To be truly accurate and effective, I recommend you retain an outside organization to conduct it. It should also be confidential. The employees must feel free to share reality without the fear of retribution or punishment for delivering bad news.

There are four premises for your consideration when it comes to accountability.

One, expecting different results from repeated behavior is a mild form of insanity.

Two, you get the behavior you reward in your organization. If you want to change behavior, you must change the reward system that is in place.

Three, all culture flows top-down. You can’t change an organization from the bottom-up.

Four, when there is inconsistent accountability there will be inconsistent performance.

If your organization lacks accountability I will guarantee that you have some morale challenges. Ignore these to your peril.