Each generation has its own definition of what it means to be a professional, a leader, and a committed team member. And sometimes, those definitions collide. Boomers may see structure; Gen Z sees suffocation. Millennials value autonomy; Gen X still respects hierarchy. But buried in those differences is something incredibly valuable—wisdom, if we’re willing to listen.
Loyalty matters, but it isn’t the most important factor when running a business. In countless discussions, from team meetings to one-on-one chats, a recurring topic often emerges: the mismatch between an employee’s tenure and their capability to effectively fulfill their role. What is the core issue? Sometimes, we hold onto people too long, mistaking their years at the company for indispensable capability. You can outgrow your people.
Remember, genuine compassion involves helping individuals become the best version of themselves, even in the face of seemingly insurmountable life challenges. Accountability is something you do for someone, not to them.
Leadership is rarely about doing what is easy. If the decision ends up at your desk, it means no one else can or should make it. As Harry Truman was fond of saying, “The buck stops here.” If you are delegating correctly, then your people will feel empowered to step up and make most day-to-day decisions. If you select the right people, they will be capable of using sound judgment and thinking through almost anything. However, some issues come down to leadership prerogative and accountability.
I am regularly flabbergasted by the number of professional people I interact with who think it is okay to miss or be late to meetings and/or underperform on commitments as it suits them. This is especially true when it comes to peer groups, philanthropic, or voluntary responsibilities. I do my best to give people the benefit of the doubt and understand that they can be stretched too thin, but after a while, why should this be anyone’s problem but their own? Whatever happened to personal responsibility?
Regularly, I meet with a client who laments the lack of accountability in their work environment. My initial response is always, “We are what we tolerate.” I then explain to them the four reasons (in my experience) why things don’t get done:
The basic formula for success in life and work is simple. Do what you say you’ll do, when you say you’ll do it, and do it well. Commit to your commitments. It isn’t that hard, or at least it shouldn’t be. However, it feels as if our societal priorities have shifted to value the concerns of the individual much more than what he/she contributes to others.
A leader’s primary job is to rally people around a common goal and convince them they are capable of much more than they think they are. People talk themselves out of success all the time. For the average person, it is easy to identify obstacles and the reasons why things can’t happen. Consequently, we often lower our expectations to achieve our goals. Leaders should never lower the bar. They should expect more of themselves and their organizations and never settle for being average or second best.
I don’t know when the shift started in my lifetime, but we have changed from a nation that gets results to one that accepts a lack of performance and then bemoans our lack of progress. You see evidence of this everywhere you turn: 1) structural economic issues that never get fully addressed; 2) traffic problems that never get solved; 3) infrastructure needs that are constantly put off until there is a crisis; 4) schools that turn out less than stellar results; 5) a widening gap between the wealthy and everyone else; 6) a health care system that is broken and too costly to maintain; and 7) wars that are started but never end, etc. Each group of leaders claims they are doing their best given the circumstances and/or blames their opponents for not doing their part. They then have the gall to rant about our “exceptionalism.” It is a vicious, non-productive, and self-deluding cycle.
Fulfilling your commitments is a critical part of achievement. The most successful people I know do what they say they are going to do when they say they are going to do it. They are also excellent at “being present” in the moment and fully engaged in whatever they are doing. They avoid distractions and abhor excuses. High performance is not optional but instead a way of life.
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