Why Accountability Matters In The Executive Coaching Experience
Accountability is embodied within the corporate culture. It goes without saying that C-Suite level executives are expected to have accountability burning through his or her veins, and eventually disseminating the trait of accountability within the organization itself. As a result, accountability (whether negative or positive), defines not only a specific corporate culture, but the character of an individual. Indeed, there are many personal factors which determine the level of success that an individual may achieve. These include self-control, type of mind set, motivations levels –- just to name a few. However, one key element that one must be a hundred percent willing to possess in the executive coaching process –- is the readiness to be held accountable for one’s actions. This is not just true in executive or C-Suite Level coaching, but this is a universal prerequisite in the coaching process no matter the niche.
Applied psychology research conducted by Marko Piteso & Stefan Thau at the London Business School has shown that when we are correctly held accountable, we have the power to make self-serving decisions. I agree, however what I want you to know is that the magic about accountability is that –- it has the power to act as a regulatory mechanism –- and this can prove to be extremely crucial in the type of results an individual will achieve from his or her executive coaching experience. Accountability; which is usually defined as “required or expected to justify actions or decisions; responsible” –- is a universal feature of decision making. Therefore, an individual’s decision-making is governed by the principle of accountability itself.
Two main types of accountability have been distinguished: procedural accountability and outcome accountability. Procedural accountability states that an individual has to account for the ways in which judgments and decisions are made. Under outcome accountability, the results of individuals’ decisions are the criteria by which decisions are assessed. Research on organizational control systems is consistent with this conceptualization and suggests that, in organizations, the appropriateness of employees’ decisions is assessed either based on the outcomes of the decisions or on the procedure used to make that very decision.
It has been suggested that procedural accountability might be a more effective way to regulate self-serving decisions than is outcome accountability. Further research has shown that outcome accountability and procedural accountability direct one’s focus toward different aspects of decisions. Outcome accountability directs the decision maker’s focus primarily toward the expected outcome of the decision, at the expense of analyzing the appropriateness of the decision itself. On the other hand, procedural accountability makes it more likely for the decision maker to consider how the decision itself appears to others.
Accountability in Executive Coaching will allow you to:
- gain clarity
- reveal your level of commitment
- shape your goals
- take action to achieve the results that you want
- help you make the most of your high energy executive experience
Accountability is not only a trait executives should possess in their roles within their C-Suite level careers, but it is a trait every individual should possess in their respective arenas of conscious decision making. Accountability is required in the executive coaching journey as it holds the person answerable to the commitment he or she makes. Accountability reveals the level of internal motivation held by the individual. If accountability is not there, the resulting emotion revealed will simply be –- frustration.
Commitment is a crucial step before the individual embarks on his or her executive coaching journey – and for that, clarity is key.