Many leaders struggle to have accountability discussions get the right result. “Accountability” is a very common word these days because it is frequently done poorly. It often comes across as punitive. Leaders should feel more accountable for their own actions before blaming others.
This article outlines five principles of accountability that all begin with the letter “C.” These principles can help any leader do a better job in this critical area of performance management.
The five principles are:
1) Comprehensive and Balanced
2) Contribution
3) Care
4) Clarify Expectations
5) Collective Responsibility
Putting these five practices in play daily will improve the performance of any organization. Let’s see why it works.
Comprehensive and Balanced
This principle means that the leader must take the big picture of what is going on into account. Make sure that your feedback is balanced. Account for the good things they do as well as the times they fall short.
You destroy trust and rapport when you hold people accountable only when they fall short. Do not allow your accountability discussions to feel punitive to the employee. If most of the work done by an employee is positive, then most of the feedback should be positive.
Contribution
There may be a reason for falling short of expectations that is out of the control of the employee. Sometimes supervisor actions cause employees to fall short. Most people will do a good job if the culture is good. When supervisors micromanage people, they cause the shortfall within the workforce. They are often the root cause of the problems, yet they find it convenient to blame the workers.
Care
When giving feedback, treat the employee the way you would want to be treated if the situation was reversed. The Golden Rule provides excellent guidance in most cases. There are some rare exceptions where the Golden Rule breaks down. Suppose the leader enjoys being yelled at and confronted. If the manager demonstrates real care for the individual, the employee will usually respond well to the input.
You might say something like this. “The reason we are having this discussion is not to put you down or beat on you. I sincerely want you to do well and enjoy success. I care about you and want to enhance your reputation as much as possible.”
Clarify Expectations
People must understand expectations to have any shot at meeting them. In some complex situations, you should write down what is to be done. Often, a failure to perform at the prescribed level can be traced to a misunderstanding between the supervisor and the employee.
Having the employee parrot back the expectation has the additional benefit in the event the deliverable is fuzzy. The supervisor can take the time to reiterate the specific deliverable before the employee attempts to do it. This saves time, money and reduces frustration.
Collective Responsibility
Stress that you and the employee are really on the same team. There is no need for you to be fighting each other.
Conclusion
These five C’s will help you create an environment where holding people accountable is more productive and effective. Try to remember these principles when you are dealing with the people in your life. Following the five C’s of accountability will make you a much more effective leader.
I have written other articles on aspects of accountability in the past. If you want more on this topic, try these articles:
• Trust and Accountability
• Leaders Must Accept Accountability.
Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 1000 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.
Posted by trustambassador 
I read a quotation in a student paper a while ago that was interesting. “Demanding creativity is like yanking on a seed to pull out the flower.” The optics in this quote really work for me.
Every leader should have a “check engine light” to monitor stress levels. To say that leaders have been under unusual stress over the past three years would be a huge understatement.
For the last 50 years of his life, my father was an artist. He painted thousands of pictures from all over the world and died just short of 102. For the last five years of his life, he was too feeble to travel and was totally blind. He had to experience scenes and paint them vicariously. That condition did not dim his enthusiasm for the thrill of painting.
Despite the thousands of articles and books about leadership, some stubborn myths remain. One myth that bothers me is that really good leadership is remarkably difficult. Hogwash: really good leadership is simple. 
As I was having breakfast today, I was gazing out the window watching two squirrels chase each other. I started thinking of various animal species. In every group of animals, a certain amount of bullying behavior goes on.
Active Listening is a skill that leaders should use consciously more often. Most leaders have been trained on the steps to use, but many forget to use them when they should.
There is an interesting analysis about whether leaders should go first or go last. In the end, it depends on the kind of things they are doing that makes the difference. Both points of view are logical and totally understandable.
When you consider your role as a human being, your legacy surfaces as a critical element. This article is about your legacy and how to maximize it.
Part of my “Quality Black Belt” training 30 years ago introduced me to the concept of “learning to see.” There are many interpretations and uses of learning to see.