Note: This is the second in a series of articles examining the unique traits of high-performance organizations. The first, “Lost in Translation,” was published in the March issue of Impact Magazine.

Understanding the difference between responsibility and accountability often marks the difference between struggling organizations and those that outperform. The best-run operations recognize that while responsibility can exist without accountability, the opposite does not hold true.

Accountability requires consequences with either success or failure, and promoting widespread accountability is essential to any strategic implementation. Yet far too many organizations fail to hold employees at every level accountable for both outcomes and daily improvements.

Forming a foundation with two-way agreements

Instilling employee ownership starts with a commitment from the organization. Leadership must first establish a “shared pool of meaning,” or a shared purpose, throughout the ranks. Once employees clearly understand this collective strategic direction, companies must then provide individuals with the skills to become successful.

Only with these responsibilities in place can the organization and its employees enter into accountability agreements. Agreements are designed to clarify the expectations and obligations between the organization and the individual. This requires that both parties enter into an honest and ongoing dialog.

A dialog commitment allows candid negotiations to occur between the person accepting accountability and the leader assigning it. Not only does this ensure a fair deal for both sides, but it reinforces an emotional buy-in from the employee, a vital ingredient for optimum accountability performance.

To further sustain agreements and wholly support performance, relevant conversations between leadership and employees must continue. Should a company’s strategy shift, for instance, communication is critical. Otherwise, the shared pool of meaning is diminished and accountability will soon be abandoned.

Creating accountability contracts

An accountability agreement should take the form of a simple, one-page, written contract consisting of six essential elements.

1. The business focus statement. Employee ownership starts with a clear understanding of company objectives, direction, and strategy.
2. Promises. The contract describes the negotiated outcomes for which the employee will be held accountable. Unless it is a fair deal, however, the contract can never be effective.
3. Support. It’s crucial to identify the resources the employee will need from the organization or from others in order to successfully fulfill his or her obligations.
4. Goals. Performance objectives are identified and agreed upon.
5. Measurements. Equally important to goals is the determination of how progress will be measured and how success will be calculated.
6. Consequences. Finally, the contract spells out the rewards employees can expect with success, and the consequences that come with failure. Without this final component, employees are merely accountable for tasks and not for the desired results that lead to the realization of business strategy.

With the focus on accountability, new opportunities begin to emerge. Employees who help to develop clearly defined expectations for themselves exercise a stronger sense of ownership in the company’s ultimate performance. They begin to demonstrate better decision-making abilities and strive to discover breakthrough solutions.

The all-important emotional factor

At its core, an accountability contract is a personal promise. The employee fully accepts the agreement when a deep emotional shift occurs. This emotional shift is the driving force that creates the employee’s unwavering commitment and profound performance ownership.

When accountability contracts are heartfelt, there are very few failures. Conversely, most performance failures result from misunderstandings that then become emotional.

Keep in mind that accountability acceptance takes months, not minutes. While it’s an emotional shift for employees, establishing an accountability system is often a cultural shift for many companies. Organizations should practice patience and invest in their emotional capital. Ongoing dialog combined with the emotional factor will change intentions into actions with time.

High accountability pools equal high performance

The greater the pool of employees with a shared purpose and accepted accountability, the greater the organizational leverage, and the faster operations can move forward. Imagine if 75 percent of an organization’s workforce takes the accountability to make one small improvement daily. Increase this percentage and operational effectiveness can become unbeatable.