Recently I commented to a client that a newspaper article about her business contained misleading information and inaccuracies. Potential customers were going to be disappointed when they learned that certain features described in the article didn't really exist. "It's not my problem," said the client, "I didn't write the article." "But didn't you approve it?" I asked. She shrugged. "The reporter read it to me over the phone, but I couldn't catch everything," was her dismissive - and unaccountable - answer.

One flimsy denial does not an unaccountable person make, but sometimes it seems like ducking responsibility has become an epidemic.

A Big Flashing Neon Sign of Character
Accountability is an old fashioned idea that says you are answerable for your actions - and inactions. If questions come up or something goes wrong, it's you who must absorb scrutiny. There's a subtle distinction between "it's not finished" and "I haven't finished it." The willingness to be accountable for what you do and what you fail or refuse to do is a crucial sign of character.

Unaccountable people are into excuses, blaming others, putting things off, doing the minimum, acting confused and playing helpless. They pretend ignorance while hiding behind doors, computers, paperwork, jargon and other people They say things like "I didn't know, "I wasn't there," "I don't have time," "it's not my job," That's just the way I am," "Nobody told me," "It isn't really hurting anyone," and "I'm just following orders." Unaccountable people are quick to complain and slow to act. In organizations, unaccountability is a highly contagious disease.

Take a Look at Yourself
How accountable are you? Does it depend on the situation or are you always ready to accept responsibility for your decisions and behaviors? On a scale of 1-10, with 1 representing "Never" and 10 representing "Always," rank yourself on each of these characteristics of accountability. They apply equally well to professional and personal situations.

Get Out From Behind Your Job Description

In his 7/7/98 radio spot on CBS's KNX-1070 AM in Los Angeles, Michael Josephson, Founder and President of the Josephson Institute of Ethics (http://www.josephsoninstitute.org), told this story:

Accountability means more than just doing your job. It includes an obligation to make things better, to pursue excellence, and to do things in ways that further the goals of the organization. If outmoded or wasteful tasks are part of your job description, it's your responsibility to do something about it.

Human Resources Consultant Peggy Foster (www.peggyfoster.com) has a unique way of measuring accountability in the workplace. Foster suggests that you keep track of time spent in three categories of activity. First, how much time do you devote to core responsibilities? These are the "must do's" in your job description. Second, how often do you perform extras that contribute significantly to the organization but aren't really required? Finally, how much time do you spend doing things of questionable value, like unproductive busywork, unnecessary phone calls, and tasks you'd be better off delegating? According to Foster, a surefire way to increase your value within the organization is to expand the core category to include progressively more "extras" while at the same time eliminating questionable activities. In other words, stretch yourself and your job description as well.

Be willing to rise above circumstances, including your job description if necessary, and do whatever it takes to achieve the objectives of the organization. Be proactive. Recognize problems and solve them in responsible, intelligent ways. It doesn't matter where the problem comes from. It might be yours or it might be inherited. The crucial question is, "What are you going to do about it?"

Accountability Tools

Listen. Careful, attentive listening helps you gather up-to-date, accurate information, identify problem situations and promote collaboration.

Question. Seek out information and ideas . Request clarification when you don't understand something.

Invite and offer feedback. Find out what associates think about your ideas and performance. Give honest, constructive feedback to others.

Be assertive. When necessary, confront situations and people in an assertive style that is straightforward and truthful without being threatening or overly aggressive. Ask for what you need to do your job effectively, like information, assistance and support. And don't be afraid to say no.

Being accountable is one of the fastest ways to earn respect, trust, and promotions. More importantly, it puts you in control of your life. Responding accountably to life's challenges gives you the power to change things. That's the biggest benefit of all.

Dianne Schilling is a San Diego-based writer, editor and instructional designer who specializes in the development of educational publications and customized training programs for business and industry. She is a founding partner in womensmedia.com. Send e-mail to dianneschilling@mac.com.