Maxwell Leadership Executive Podcast

Episode #338: 3 Signs of Accountability and Performance

Host: Perry Holley (A) & Chris Goede (B)
Date: April 3, 2025

Episode Overview

This episode of the Maxwell Leadership Executive Podcast explores the deep connection between accountability and performance within organizations. Hosts Perry Holley and Chris Goede break down three observable signs that indicate if a team is accountable and, therefore, likely to deliver high performance. Drawing from leadership experiences and the principles outlined in the book "The Oz Principle" as well as Bill Walsh's leadership philosophy, the hosts provide actionable insights on how to create cultures where accountability thrives.

Key Discussion Points & Insights

1. The Connection Between Accountability and Performance

• Main Theme: Perry and Chris set the stage by explaining that accountability and performance are intrinsically linked—one seldom exists without the other.
  • "If your team's not accountable, your performance is probably lagging." – Perry [01:24]
• Real-World Context: An executive mentions during a coaching call that their team isn’t taking accountability, which correlates with not hitting targets.

2. Three Observable Signs of Accountability

Sign 1: Maintaining a Standard of Performance

• Definition: Having clearly defined, specific, and actionable standards tied to end results/KPIs.
  • "They actually have a standard for what the performance is. What does that look like?" – Chris [02:58]
• Importance: Standards provide a foundation for evaluating performance, especially when momentum slows.
  • Reference to Bill Walsh: "We have a standard of performance. We don't practice on how to run the score. We practice on how to do our job." – Perry [05:12]
• Practical Example: Teams with clear daily actions—like sales teams tracking calls and leads—are easier to hold accountable.
• How to Spot Gaps: When results are missing, look for missing milestones in the process.
  • "When there's no fruit, there's a root problem, right? ... The root oftentimes is the foundation of what you're doing and that's the standard of performance." – Chris [07:30]

Sign 2: Demonstrating Ownership

• Definition: Accountability goes beyond mere responsibility—it's about taking personal, observable ownership.
  • "I like to use the word demonstrating... Because you can say ownership. A lot of people say, hey, take ownership. What does that look like?" – Chris [09:14]
• Behavioral Markers:
  • Admitting when a goal/KPI is missed
  • Showing teachability and openness to feedback
  • Proactively suggesting solutions
  • "If that falls under my leadership, I go, it's on me. I missed it. Right? Do you own it?" – Chris [12:29]
• What Gets in the Way: Lack of clear communication or failure to reinforce expectations (e.g., "If you don't communicate that clearly and there's not clarity, then it's a little harder to hold somebody accountable..." – Chris [10:37])

Sign 3: Overcoming Circumstances (Avoiding Excuses)

• Definition: Accountable teams do not let circumstances or excuses (blame, victim mentality) derail progress.
  • "Are they overcoming the circumstances that we call that excuses that get in the way of accountability." – Perry [01:30]
• What Excuses Sound Like:
  • "Didn't have enough resources," "Leadership team didn’t get back in time," "I didn't hear back from you," or the classic "The dog ate my homework." – Chris [15:40]
• Ownership in Action: Initiative is taken without being asked; team members don't wait for instructions or blame others.
• Leader’s Role: Clarify roles and responsibilities, listen for circumstantial language, and address it in a constructive way.

Notable Quotes & Memorable Moments

• "When there's no fruit, there's a root problem." – Chris [07:30]
• "Leadership is contagious and it's a visual sport." – Chris [20:18]
• "Individual responsibility, collective pride." – Chris [19:24]
• "If you're not keeping those three, there's going to be a problem to enforce those three." – Perry [21:42]
• On positive modeling:
  "You have to model it. We have to go first." – Chris [20:18]

Timestamps for Important Segments

• [01:24] Introduction of accountability and performance link
• [02:44] Influence of "The Oz Principle" on the definition of accountability
• [03:37] What is a standard of performance?
• [05:12] Bill Walsh's philosophy—"The score will take care of itself"
• [07:30] Diagnosing root causes when standards aren’t met
• [09:14] Demonstrating versus declaring ownership
• [12:29] Signs of true ownership and teachability
• [15:40] Excuses and how they undermine accountability
• [17:46] Leaders' role in clarifying roles and overcoming circumstances
• [19:24] Team culture: individual responsibility and collective pride
• [20:18] Modeling accountability as a leader

Actionable Takeaways for Leaders

• Establish clear, specific standards for each role—train and reinforce them regularly.
• Encourage and model demonstrable ownership—reward initiative, learn from misses, and seek feedback as a leader.
• Identify and confront excuses/circumstances—shift the conversation back to personal responsibility and problem-solving.
• Model all three behaviors; change starts at the top (“It starts with you...” – Chris [21:42])
• Build a team culture where accountability is a shared expectation, not just a suggestion.

Conclusion

Accountability and performance are inseparable pillars of successful leadership. By focusing on maintaining standards of performance, encouraging demonstrable ownership, and cultivating a culture that overcomes circumstances without resorting to excuses, leaders can transform teams and results. The change begins with the leader’s own actions and presence—true leadership, the hosts remind us, is a “visual sport.”

For resources, feedback, or leadership coaching, visit maxwellleadership.com/podcast.