Necessary companions, but often strangers

Several months ago, I wrote a post about something that I called the Accountability-Authority Matrix, which I based, at least in part, on the well-known RACI model.  I recently came across another article ("Leadership Strangers: Authority and Accountability") with a similar 2x2 matrix based upon authority and accountability, and I thought it was worth sharing.  Jon Mertz introduces the topic with, "A project or initiative begins.  Do we have the authority to lead?  An initiative deviates.  Do we have accountability in results?"  He continues, "Authority and accountability are necessary companions, yet they are often strangers."  

I could not agree more.  Authority has to come with accountability, and the reverse is also true.  If you are going to hold someone accountable for performance, you better make sure that they are provided with the requisite authority to make the necessary decisions to assure successful completion of a project or initiative.

Mertz created a 2x2 matrix with "Accountability" on the vertical axis and "Authority" on the horizontal axis.  

Four situations can develop, depending upon how much clarity there is around a leader's authority and accountability.

1. Vague Authority and Vague Accountability: When a leader's decisionmaking authority is vague and no one is sure who is being held accountable for decisions, the project or initiative is perfectly set-up for failure.  No one is making decisions, and no one is being held accountable for poor performance in this situation.  

2. Vague Authority and Clear Accountability: When a leader is being held accountable for decisions that he or she does not have the authority to make, there is usually an impasse.  Stalemate. Finger-pointing. Passing the blame.  Organizations stagnate in this situation, because nothing gets done and nothing moves forward.

3. Clear Authority and Vague Accountability: Without the necessary level of of accountability, leaders often become self-serving (I labeled leaders who fall into this quadrant, "Dictators" in my matrix).  

4. Clear Authority and Clear Accountability: Mertz writes, "Vibrant authority is our fuel, strong accountability is our mile marker."  Here we have the ideal situation.  Here is where organizations thrive.  "Authority provides power, while accountability keeps power centered."