In a fascinating discussion with a trio of leaders, one from business, one from philanthropy, one from education, the subject of accountability drew both animation and confusion.
Without betraying the proclivity of these disciplines, the heat came from disagreements about what holding others accountable means. Is it bullying to achieve compliance toward expected results? Is it encouragement to do better based on perceived potential? Is it dominance that simply has no place in human interaction? Is it an old-fashioned notion derived from command-and-control systems of management?
Two observations: First, I was reminded of the power of words and the current ethos in which they live. In discipline there is freedom. Or as Aristotle once said, “Through discipline comes freedom.”
Considered from this perspective, it is certainly true that as we put controls in place to govern ourselves, we gain mastery of sometimes unruly emotions and unproductive or harmful behaviors. The more disciplined we are, the more choices we ultimately have because we are not held hostage by the unintended consequences of impetuous actions. The flip side, of course, is that we risk becoming automatons, programmed to live in narrow channels carved out by mechanized routines.
How we perceive discipline today is likely a blend of how we experienced it growing up and how it is delivered or encouraged by those in our realm today.
The second observation is that applied discipline is both art and science. We know that correcting errors early in any process tends to be more productive and successful than allowing errant actions to continue until patterns are formed. This is the scientific aspect of discipline. Quality control systems monitor output data and quickly identify outliers. They then query: Are these systematic errors or random occurrences?
The art of discipline has more to do with how errors are presented, interpreted, and valued. This is where things can get messy and quickly! Who noticed the error? What business is it of theirs? Who are they to point it out? What errors do they commit?
These questions lead to the motivation of the “disciplinarian.” Is this person—my boss, my benefactor, my teacher—looking to diminish me to prove their superiority? Are they genuinely interested in helping me gain skill and expertise? Do they have a different view of what my decision means relative to their intention?
What is probably most interesting to me in these kinds of conversations is how willing we are to continue them when they become uncomfortable. How willing are we—are you—to accept a different point of view? How articulate are we—are you—in describing your thoughts, assumptions, and beliefs?
Great minds sharpen great minds is an axiom worth considering. Discipline sharpens and frees a mind from the frivolity of petty annoyances, turning it instead to deeper reflection and better decision-making.
No one wants to be considered mean. No one wants to incite conflict. No one wants to be the person that is constantly correctly others. Well, most don’t. The danger in avoiding accountability is the systematic erosion of foundations we need to be successful. The danger is in sending messages that convey nonchalance when we truly care. The danger is in accepting the notion that accountability is punishment.
