The Weight of Accountability: Beyond the Buzzword in Senior Leadership.

It's a familiar refrain in the halls of leadership: "We need more accountability." As an executive in the Tech and Transformation space and currently the sponsor of a significant ERP project, the concept of accountability isn't just a buzzword; it's the very fabric of my daily reality.

We readily advocate for accountability, but what happens when the spotlight turns, when timelines slip and budgets stretch? Do we, as leaders, stand firm and own the outcomes, even when the headwinds feel beyond our control? Would we genuinely put our roles on the line for what we are accountable for, accepting the consequences regardless of the originating factors?

My remit was broad, encompassing everything from leading a team, IT infrastructure overhauls, digital security enhancements, contract renegotiations, cost reductions, and fostering better partnerships – all while ensuring our technology and digital offerings truly empower the business. Can I be in the granular detail of every single one of these areas, especially a complex ERP implementation? Realistically, no. I rely on a talented team of specialists who possess the deep expertise to manage the intricacies. They are my eyes and ears, working diligently to achieve the best possible outcomes for the business and everyone we deal with.

However, this delegation of tasks doesn't equate to a delegation of accountability. If a team in another part of the organisation drops the ball, causing delays or impacting the project, where does the ultimate responsibility lie? In most cases, it lands squarely on my desk. I can raise concerns, highlight roadblocks, but I cannot mandate action across the entire business. Many times across my professional life I've witnessed firsthand instances of teams delaying progress, neglecting crucial training, or even shifting project scope, yet the subsequent scrutiny often points back to my team and me – why didn't we foresee this? Why didn't we escalate sooner?

In one project we were a little over 1% of total budget (budget + 20% contingency), and we experienced go-live delays, pushing us back a number of moths. We were also looking at an unforeseen additional (very small) spend for essential final work and another extended delay.

Some might argue that navigating this with a relatively minor budget overrun compared to the industry average of 45% and avoiding the typical multi-month or even multi-year delays is a success in itself. But "late" and "over budget" are still the realities we faced. This is where true accountability comes into sharp focus. Did I clearly articulate the potential budget and timeline risks upfront? Can any leader realistically conjure magic when juggling countless moving parts and navigating the complexities of a large, or small, organisation?

My personal measure of accountability might lead me to view the situation as relatively positive given the challenges. Yet, the buck stops with me. I have a responsibility to not only acknowledge the current state but also to clearly outline the potential ramifications of proceeding with a go-live despite known issues. This, in itself, creates a new layer of accountability.

While keeping the hierarchy informed of the facts is undoubtedly part of my role, they also need to understand the journey – the contributing factors and the assurances (or lack thereof) regarding future costs and timelines. The anxiety that accompanies these critical decision points, particularly when asking for more resources, often feels greater than facing the potential consequences of not investing what's needed to get as close to the desired outcome as possible.

We often hear the mantra "Progress over perfection." However, there are times when a pragmatic decision to proceed, even with imperfections, is necessary to truly understand the landscape, identify what's going wrong, and determine what can be realistically rectified.

Some individuals may not feel the sting of cost and time overruns, especially if they can deflect blame. Personally, I abhor the waste of resources stemming from a lack of ownership. Should I be held accountable for the inaction or poor decisions of others? That's a question that sparks considerable debate, and one I'll leave open for now.

Ultimately, every decision we make as leaders carries an outcome. True accountability lies in accepting that outcome, good or bad, because the decision, even the decision to do nothing, was ours.

As the Cambridge Dictionary aptly puts it, accountability is "a situation in which someone is responsible for things that happen and can give a satisfactory reason for them." Merriam-Webster adds that it's "an obligation or willingness to accept responsibility or to account for one's actions."

In the senior leadership arena, accountability isn't just about explaining what happened; it's about owning the journey, the challenges, and the outcomes, even when the path is fraught with external complexities. It's about demonstrating the willingness to put ourselves on the line, not for the sake of bravado, but because it's the fundamental expectation of those we lead and the organisations we serve. It's a heavy weight, but one we must carry with unwavering integrity.