If you regularly watched “The Office” back in the day, you may remember a funny exchange between Michael Scott (the main character) and his previous boss, David Wallace:

Michael Scott:  David, it was my understanding that I was not going to be managed.

David Wallace:  What gave you that idea?

Michael Scott:  [pausing] It was just my understanding.

David Wallace:  I see.

Michael Scott:  Listen, why don’t we just leave the division manager position vacant? Truth be told, I think I thrive under a lack of accountability.

This makes us laugh because we all, at some time or another, find ourselves hating accountability.

In a post from the archive, Dave Mashburn reminds us of the reason behind this angst:

In most situations (and for most people), the word “accountability” elicits a flight or fight response in the nervous system.

In some sense, we’re all uncomfortable with how it initially makes us feel.

Is there a way to reduce “accountability anxiety” while still retaining it as a vital management tool?

Dave recommends using some different terms to clarify what you’re really after:

For improvements to be made in any process, there must be visibility of what’s happening and the discipline to consistently measure outcomes.

For some reason, the words “visibility” and “discipline” don’t elicit the same negative feelings as the word “accountability,” even though the concepts are very similar.

In your next coaching session, try replacing accountability with visibility and discipline.

Not only are these words less authoritarian, but also they clearly define what lies at the heart of accountability.