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O P I N I O N
Yes, accountability
Leading through accountability takes a willingness to do a better job at recognizing challenges and accepting feedback toward positive change.
H ave you ever worked with someone who can’t perform their basic job functions? Have you ever asked yourself, “Who’s holding them accountable and why aren’t they getting involved?”
In this industry, we work with unfair deadlines, demanding clients, poorly trained staff, unclear expectations, low budgets, and a lot of other stuff that’s seemingly out of our control. Or is it? One thing we have tangible control over is how we individually react to stressors, and how we affect those around us with our ability to take ownership of problems. Much of our reaction is guided by our own personal happiness. Mom always said, “Donnie, never let anyone steal your joy.” Well, now in my 40s, I have taken this to mean, “Find joy in developing others as they develop me.” If you have ever experienced the jubilance of leading someone to a fruitful understanding, you know what I’m talking about. Those who instruct, guide, and coach others toward a healthy perspective find satisfaction in so doing.
the line” when things go wrong. Don’t point fingers at others and don’t come up with excuses. Rather, take an active role in problem solving. “Leading through accountability takes a willingness to do a better job at recognizing challenges and accepting feedback toward positive change.” We have all been there when something happened and the first words out of our mouths were, “It is his/her fault,” or statements like, “I can’t control that,” or “It’s not my job,” or “You never told me the priority,” or my favorite: “What would you
Donald Miller GUEST SPEAKER
See DONALD MILLER, page 10
The key to all this is to keep from “falling below
THE ZWEIG LETTER November 12, 2018, ISSUE 1272
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