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Make your peers look to you
When someone approaches you for help or advice at work or you are asked to do a job not related to your area, you might have shrugged your shoulders and said that it is not your job or it is the responsibility of another department or simply said that you do not know anything about it. It is sad but true that most employees do not want to be accountable. The spin offs are an irresponsive workforce that does not rise to the occasion and this results in the company’s s
lowness in adapting to market changes or shifting customer demands. Consequently the company loses out to the competition, misses out valuable opportunities for growth and increasing profits.
Lack of accountability can range from small matters like being late for a meeting or refusing to answer a phone call to major ones like not informing concerned departments about changes in company policies or withholding vital information from bosses. Whatever the lapse, it can do considerable damage to your reputation; others will lose trust and the faith in your ability to do your job well. The worst part is your attitude can be common even in co-workers and in due course the larger sphere of customers, vendors and others will start believing that the company as a whole lacks accountability.
Those who show a lack of accountability use this as a self- defence technique to protect themselves form being blamed for any mistakes or taking up further responsibilities. It also insures them from accusations or criticism when things go wrong. The initiative to prevent this attitude can start with you; do not expect the top management to set an example or give the impetus. You can start by first changing your behaviour and trying to change the attitude in your department or at least of those who work with you. Go the extra mile and try your best to answer questions from people though it may not be related to your department. Instead of complaining about conditions at the workplace or the low turnover, pitch in and do your bit to improve the scenario. Volunteer to do extra work and be a part of committees that seek to bring changes. Keep your commitments and do what you have promised to do.
Let others know about the initiatives you are taking and be open about it but be careful not to brag. Your example could probably inspire others to do the same. Spread the message that being accountable comes with working in a team. Make it clear that you are not doing this out of self-interest but for the overall benefit of the organisation. This may call for extra hard work from you but the rub off effect is others too will adopt your attitude and everyone will make efforts to be more accountable, communicative and helpful. These employee traits are vital for the success of the organisation.
Being accountable also means being sensitive to the needs of others, when one of your co-workers comes to you seeking information, do not dismiss it by saying you do not know or say it is someone else’s job. Such responses may make the other person think of you as unresponsive and unhelpful. He had come to you seeking information because he believed you could help him; your failure to do so will break his trust and confidence in you. You have to live up to this confidence others have in you, otherwise you will be labelled as incompetent.
Accountability means being alert to others’ needs. Listen carefully to decipher what colleagues and managers want and go out of your way to meet their expectations. You will be noticed and appreciated for your efforts. On a larger scale, a company that has employees who display accountability in their dealings with clients and customers win hands down over the competition, which does not have this quality. Employees who are accountable not just to themselves or their managers but also to the organisation and to clients or customers will take their company to greater heights and the initiative to adopt this trait can start with you.
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