Cultivate Accountability Through Organizational Change Management

The weather in Texas is beautifully sunny and warm, which is a stark contrast to the festive holiday decorations sprouting up all around us. I can't say I mind it though; the daily dose of sunshine is definitely one of the perks of living here.

Today, I want to revisit a familiar topic – accountability. As risk managers, we often find ourselves in a quandary about how to ensure the strategies we propose are actually put into practice, especially when there's a lack of accountability. After all, without consequences, it's easy for initiatives to fall by the wayside. Accountability can mean different things, but it often comes up when it seems like others aren't meeting their responsibilities.

Here’s what I’ve learned the hard way: accountability problems are rarely just accountability problems. Most of the time, they’re an organizational change management problem in disguise. When you ask people to adopt new behaviors, processes, tools, or expectations, but the “why” is unclear, the purpose is abstract, or the connection to outcomes feels distant, your change effort turns into a compliance exercise. And compliance is fragile.

Accountability is a culture, not a policing strategy

For those who may not know, I'm quite the fan of Jocko Willink, renowned for his "Extreme Ownership" approach and his service as a U.S. Navy officer and Navy SEAL. In my exploration of accountability, I knew Jocko and his team, which includes Leif Babin, another retired military officer, would have valuable insights. Indeed, they did not disappoint. 

Babin's article on accountability shed light on a different perspective – it's less about holding people accountable and more about creating a culture where individuals hold themselves accountable. They need to understand their purpose and see how their performance drives the organization's success. This aligns with the often-challenging concept of "buy-in" we face in risk management.

That’s why I see accountability as one of the most practical levers in organizational change management, because culture is what determines whether change sticks after the announcement email fades into the abyss.

Buy-in doesn’t happen when the “why” is trapped at the top

All too often, I hear about organizations where the strategic plan and financial insights are kept at the top, leaving everyone else questioning their role and its significance. This is similar to what we encounter as risk managers. If people don't understand the 'why' behind their actions or the importance of what they do (or don't do), how can we expect them to care? The key is to build a culture that sees the value in managing risk and views our field as a strategic asset.

A simple way to strengthen organizational change management

So, my challenge to you today, no matter what field you’re in, is to strike up a conversation with a colleague. Ask them if they truly grasp what you do, how it relates to their work, and the value it adds. Get that elevator pitch polished and report back on how it goes.

Start those conversations as part of your organizational change management effort, and build a culture where buy-in drives the actions!