Expectation Management-
Accountability Vs.Responsibility
(Execution Excellence -"Ability to get things done" Series)
(Execution Excellence -"Ability to get things done" Series)
We have discussed the importance of being aware of key stakeholders' expectations related to expectation management. One way of being aware of the role expectation is getting clarity between accountability vs. responsibility.
In practice, we interchangeably use the term accountability and responsibility. There is a difference in the terminology, and how we use them to understand the expectation of our role in a professional setup will help us to deliver effectively.
Accountability refers to RESULT or end expectation, and responsibility refers to ACTIVITIES. In any professional dealing, others expect us to be accountable rather than responsible, even though it is not explicitly expressed.
How will this understanding help us?
When you relate your job with reference to more accountability than responsibility, it will enhance your understanding of expectations. You tend to improve your execution capabilities when you are clearer on expectations.
For example, assume you are the finance head of the organization. The key accountability expected from the position is to ensure positive cash flow, and all the activities are subsets of this accountability. When you know your ultimate accountability or result expectation, you will tend to do an effective job rather than when you relate your role only to activities like account keeping, generating statements, analysis etc. When you relate more to activities, likely suboptimal performance only will happen.
Similarly, if you are the procurement head, the key expectation is to ensure undisturbed material supply and cost optimization in material procurement. The other activities or responsibilities are a subset of accountability.
You may relate to your current role and articulate the highest expectation of the role.
When we are not aligned in expectations between key stakeholders and us, say, our boss or customer, disappointment occurs.
Some effective leaders, as i observed, will always relate their work and their team's work with an accountability perspective. When they have clarity, they will always communicate or connect with the team from a result delivery point of view and minimize the micromanagement on the activities level.
The clarity on accountability vs. responsibility is vague in many organizations, and it is the prime job of the managers/leaders to make clarity and practice when dealing with others.
This clarity on expectation setting helps to execute things well.
Have a great week ahead!
In practice, we interchangeably use the term accountability and responsibility. There is a difference in the terminology, and how we use them to understand the expectation of our role in a professional setup will help us to deliver effectively.
Accountability refers to RESULT or end expectation, and responsibility refers to ACTIVITIES. In any professional dealing, others expect us to be accountable rather than responsible, even though it is not explicitly expressed.
How will this understanding help us?
When you relate your job with reference to more accountability than responsibility, it will enhance your understanding of expectations. You tend to improve your execution capabilities when you are clearer on expectations.
For example, assume you are the finance head of the organization. The key accountability expected from the position is to ensure positive cash flow, and all the activities are subsets of this accountability. When you know your ultimate accountability or result expectation, you will tend to do an effective job rather than when you relate your role only to activities like account keeping, generating statements, analysis etc. When you relate more to activities, likely suboptimal performance only will happen.
Similarly, if you are the procurement head, the key expectation is to ensure undisturbed material supply and cost optimization in material procurement. The other activities or responsibilities are a subset of accountability.
You may relate to your current role and articulate the highest expectation of the role.
When we are not aligned in expectations between key stakeholders and us, say, our boss or customer, disappointment occurs.
Some effective leaders, as i observed, will always relate their work and their team's work with an accountability perspective. When they have clarity, they will always communicate or connect with the team from a result delivery point of view and minimize the micromanagement on the activities level.
The clarity on accountability vs. responsibility is vague in many organizations, and it is the prime job of the managers/leaders to make clarity and practice when dealing with others.
This clarity on expectation setting helps to execute things well.
Have a great week ahead!
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