How do we hold ourselves accountable? Published Oct. 6, 2009 By Lt. Col. Brian Wilkey 20th Communications Squadron SHAW AIR FORCE BASE, S.C. -- Accountability. "Our definition of accountability and how we enforce it may differ somewhat, but the need to establish and maintain standards is core to military service," Col. Ted Uchida, 20th Mission Support Group commander, said recently. "Each of us has a responsibility to ourselves, our superiors and our subordinates to establish and maintain standards of accountability that lead to mission success." Recently, the officers and senior civilians of the 20th MSG came together to discuss matters of professional development. The topic was accountability. The approximately 60 participants included every officer rank from second lieutenant to colonel and GS-11 to GS-13, and NSPS equivalents, many with decades of civil service and/or prior active duty military service. Each was afforded the opportunity to provide their perspective on accountability. While certainly not all inclusive, the "words of wisdom" this group produced provide a list leaders at all levels may consider as they carry out their day-to-day duties. As leaders, we each must: · Establish expectations early and communicate them often through regular, documented feedback. · Be fair, apply standards uniformly across ranks, but understand that every situation is different. Fair is not necessarily equal. · Ensure standards are maintained at all organizational levels. Standards are not something that can be relegated to any single tier in the unit. · Empower subordinates with authority and resources to meet the expectations we levy on them. Delegate the authority along with the responsibility. · Do the hard job of telling subordinates what they need to hear, not necessarily what they want to hear. Positive feedback is easy; constructive feedback requires courage. When delivered properly, consistently, and fairly, constructive feedback is the key to improved performance and conduct. · Listen to our gut: That initial gut feeling is often a good indicator when something is wrong. · Realize accountability starts with "me;" lead by example; exceed the standards we hold our subordinates to. · Have a system of accountability and communicate it: Ensure accountability is held at the appropriate level. · Provide accountability "up the chain" as well as down: That is, hold our boss accountable, too. · Learn from our mistakes, otherwise lessons learned become merely lessons observed. · Take accountability seriously. · Keep our eye on the ball: Ensure all are working toward common goals and be accountable to achieving those goals. · When a breach of standards occurs, take appropriate action and document the offense so that future breaches can be handled appropriately. The right place to file these documents (such as letters of counseling and letters of reprimand), is in the member's personnel information file normally maintained in the unit orderly room. This ensures trends can be identified and the commander can make appropriate decisions affecting that individual. · Make every effort to "catch them doing the right thing" and recognize or reward that positive behavior; a well-timed "Good job!" can make a world of difference.