Empowering Accountability: How CIOs and CTOs Can Teach Their Teams to Hold Senior Leaders Accountable

“I get so frustrated when my boss doesn’t meet his commitments.”

Over the past 15 years conducting thousands of stakeholder interviews, I am struck by how often I hear comments like this when I am talking to technology subordinates. It’s tempting to lump feedback like this into the broad bucket of “accountability,” but I have come to see these workers’ frustrations as a particular — and often neglected — brand of accountability that is about personal responsibility. I’ve also come to understand that this common dynamic is a problem that many executives struggle to address.

Most of us want to focus on holding others to account while we fail to recognize that our own lapses in ownership may be a far more significant opportunity – one that can enable us to create the culture of accountability all organizations need.

At its core, every IT organization is in the service business. And nothing is more critical to good service than accountability – that sense of ownership that motivates us to deliver exceptionally by honoring our commitments and taking ownership of outcomes. IT leaders know this. CIOs and CTOs are uniquely responsible for driving innovation while at the same time ensuring effective and uninterrupted operations for the organizations they serve.

To truly thrive, we must promote cultures of accountability that permeate every level of the organization, paying particular attention to the practice of holding ourselves accountable. Fostering this culture requires more than just setting expectations; it involves teaching subordinates the skills and mindset necessary to engage in constructive conversations with their senior leaders. 

Understanding the Value of Accountability

Accountability is not merely about assigning blame when things go wrong; it’s about creating an environment in which everyone, regardless of position, takes ownership for their decisions and their impact on the organization. For CIOs, CTOs, and other senior leaders, cultivating a culture of accountability means ensuring that all team members feel empowered to speak up and address issues, especially when they involve senior executives. This not only prevents potential failures, it also promotes trust, innovation, and agility within the team.

When subordinates learn how to hold senior executives accountable, it fosters transparency and ensures their higher ups execute their commitments (from big, strategic projects to everyday tasks) with discipline and consistency. However, it can be daunting for employees to confront senior executives. Therefore, we must equip our teams with the tools and confidence to do so effectively.

Leading by Example

The first step we IT leaders can take in teaching accountability is to model it. CIOs and CTOs must rigorously demonstrate accountability in all of their actions. This starts with making and fulfilling clear and precise commitments to all of their stakeholders – from the most senior business partner to the most junior team member. It means admitting mistakes; acknowledging when we do not deliver on our promises; and being willing to engage in open, constructive discussions with peers and subordinates that enable us to learn from our missteps and failures.

By setting the example, technology leaders signal that accountability is a shared value, not a one-way street. When subordinates see their leaders owning their commitments and their mistakes, it encourages the rank and file to adopt a similar sense of ownership . When we model accountability, we are establishing a foundation upon which to build a culture where everyone feels empowered to hold others – regardless of rank – accountable for their actions.

Educating on Constructive Communication

Even in the healthiest and most open organizations, subordinates may avoid holding senior executives accountable for a variety of reasons. It could be as benign as shyness. There might be cultural barriers that inhibit appropriate challenges to senior leaders. There may be ignorance on the part of certain individuals about how to frame their concerns appropriately. However, it could also be driven by something far more detrimental: fear. Even if people aren’t consciously afraid, concerns about being seen as disrespectful, offensive, or even insubordinate could be holding them back. As leaders, one of our key roles is to teach our teams effective ways to communicate difficult messages.

Following are some of the most effective ways I’ve found to help team members engage in these sometimes difficult conversations:

• Teach fact-based discussions. One method is to encourage subordinates to rely on data and facts rather than opinions or emotions when addressing accountability issues. For example, if a senior executive’s decision is impacting a project negatively, the subordinate should present objective evidence, such as project delays, budget overruns, or data quality issues. This approach minimizes defensiveness and focuses the conversation on problem-solving.
• Advocate for openness. It’s also important to encourage team members to voice concerns by making yourself visible and available to them. When walking the halls, stop and talk with people about their work and their lives. Ask them questions like, “What do you or your team need from me?” When subordinates know that they can openly discuss issues without fear of backlash, they are more likely to address problems head on. Additionally, employing a variety of formal and informal channels for people to raise concerns and provide feedback is helpful as well.
• Provide simple tools for people to hold you accountable. One of the easiest and most tangible ways leaders can demonstrate their accountability is through the use of their calendar. When making a commitment to a subordinate, invite them to put an appointment on your calendar with appropriate reminders. Find ways to use already-established, everyday processes and tools to promote accountability.
• Promote active listening. Active listening — paying attention to what the other person is saying and making a conscious effort to fully comprehend their point of view — is an invaluable skill. But it’s one not everyone practices enough. IT leaders should use active listening to ensure that they understand the expectations of those to whom they are committing and encourage other senior leaders to do the same. At the same time, they should urge subordinates to use active listening during their own discussions with senior executives. Listening attentively to executives’ perspectives can foster a more collaborative conversation and reveal insights into the rationale behind certain decisions. This resulting mutual understanding paves the way for more effective accountability.
• Celebrate accountability efforts. Find ways to recognize when junior people make the effort to hold you accountable. Recognize them in a way that will encourage more of these behaviors you are trying to develop. Even when someone does it in a less-than-ideal way, thank them warmly for the feedback. If coaching seems appropriate — and it may — use caution. For example, you might use language like, “Thank you again for your candid feedback. It was very useful. It could have been even better if we could have discussions like this in private.” Make sure it’s clear that your feedback is a good thing. However, if you have any concern that it will be construed as a criticism, do not offer it. Changing culture is hard; you don’t want to make it harder.

Empowering with Ownership

Accountability is closely tied to empowerment. Subordinates are more likely to hold senior executives accountable if they are given a sense of ownership over their own projects. IT leaders can foster this sense of responsibility by involving our teams in decision-making processes and strategic planning. When subordinates feel they have a stake in the outcomes, they will be more invested in ensuring that all parties, including senior executives, are meeting their commitments.

Additionally, it is important to clarify roles and responsibilities within the team. When employees understand their own responsibilities as well as those of senior executives, they will be better equipped to identify when an accountability issue arises and address it appropriately.

For CIOs, CTOs, and other senior technology leaders, creating a culture of accountability that extends to holding senior executives responsible is a critical yet delicate task. Through leading by example, providing robust communication channels, empowering subordinates, and recognizing efforts to hold senior leaders accountable, IT leaders can foster an environment in which all team members feel confident they can address issues constructively. This, in turn, strengthens the organization’s ability to adapt, innovate, and achieve its strategic objectives.

Ultimately, accountability is not about hierarchy but about mutual respect and shared success. By equipping your team to hold you and other senior executives accountable, you empower your subordinates to become active stewards of the organization’s vision, mission, and values.