There is a streak of cowardice across the construction industry. And it runs from top management to the field. For an industry that prides itself on performance, grit, and accountability, it casts a surprisingly obvious shadow. Like Oz in the movie, you barely have to look behind the curtain to see the truth.
“Are you an accountable leader, and if so, how would you grade yourself?”
I asked that question at a Global Construction Summit last month with CEOs from 23 countries. Their self-assigned grades were very high. I spoke right after that at Lambeau Field (Green Bay Packers Stadium) to Supes and Foreman. Same high numbers. Then I asked more questions.
“So, for all you high-accountability leaders, please raise your hand if you have done the following:
- Waited too long to fire someone (Multiple times)
- Kept around a toxic, high performer because they made you money, or you could not replace them
- Avoided a really tough conversation that you knew you needed to have, that had consequences
- Kept around a long-term employee who refused to accept change despite the obvious fact that the company had passed them, and everyone could see it
- Treated people differently because of personal relationships
- Ignored input that you should have examined because you were being stubborn or defensive.”
Every hand went up. All these high-accountability leaders. Including mine. That narrow streak of cowardice I call Situational Accountability — and it’s the lie we tell ourselves.
Situational Accountability is the lie we tell ourselves that we really are accountable. Except when it doesn’t suit us. Except when money is on the line. Except when it is out of our comfort zone. Except when it is awkward because of relationships. The lie: “Most of the time I grade as a 9, but I give myself permission to be a 3. Sometimes. Because I can.”
The follow-up question is this:
What do you think everyone who works for you thinks of your leadership while watching you hide behind Situational Accountability?
- That you are a weak and ineffective leader
- That it is fine for them to do it too
- That it’s the true company culture
- That the company values are just a slogan and not for everyone
- That if you don’t care, why should they?
It’s an epidemic. In the Wall Street Journal recently, I read that over 35% of students at Stanford University are classifying themselves as disabled. Yeah right. It is a widespread scam to obtain extra time, consideration, and testing advantage – not all of them, of course, but enough to set an expectation that accountability as a value or cultural norm (even among the most high-achieving) can be sacrificed for personal gain or to avoid discomfort.
But discomfort is a gift and the price of growth.
Of course, taking it on directly is difficult. Having tough conversations is no picnic. Many don’t have the courage, skills, or scripts – yet. A new generation absolutely petrified of interpersonal conflict or discomfort has yet to find out that life can be very difficult if one chooses to ignore the obvious or have that emotionally difficult conversation or turn from necessary action. I should know.
My problems. Jeez. Not enough time here for details. But let’s just say it was not only as a CEO where I abused Selective Accountability – I also didn’t have the tough conversations in my personal life. I used all the standard avoidance tools. Ignored it. Buried it. Hoped it would get better. Figured they would bring it up. Wished it away. And I’d like to report on how well that went.
I got to give away half my shit twice.
What’s the takeaway here? Growth of self and in leaders requires accountability to only one person. Ourselves. If we can be HONESTLY accountable to ourselves, then that takes care of everyone else. Learn to do it well. Lead honestly. Modeling this in your organization not only impacts operations and economics, but also culture and beliefs. And best of all, you get to keep your shit.
Lessons
- The foundation of your credibility is accountability.
- High accountability organizations are not built on rules and policies, but on beliefs and buy-in.
- Every hand going up shows the need for blunt discussions and mutual commitments by your leaders.