Just like trust, accountability is best practiced when working on self-awareness and self-management, then addressing with others.

It may seem like a daunting task to manage people from afar, let alone supporting people with so many additional stresses. But, as many successful global organizations have found, and some smaller organizations who were flexible in their response to COVID-19 requirements, it does not have to be difficult; just different.

A leader adds to or reduces job stress; the leader-member relationship has been cited by many motivational theorists as a contributing factor to employees’ willingness to act on behalf of the customer.

A leaders’ primary responsibility is to bring a group of individuals together, inspire them to work together in the pursuit of a shared vision so that together they deliver results that meet or exceed expectations.

As one considers the role of both leaders and HR professionals, it can be posited that a core requirement is to create workplace environments in which exceptional performance can be predictable. Relationship building and trust are essential to this climate. And, this climate is created by the employee/employer relationship.

Today, more than ever, leaders are being asked to innovate, find alternatives, reduce costs, improve processes, and challenge the status quo mindset.

Stress is palpable. How leaders respond to specific situations can escalate the issues or can provide space and safety for brainstorming and problem-resolution.

When I’m asked why executives hire me as a coach, I share that often it is because the leader recognizes there are better ways to deliver results using proven leadership practices, and/or the executive wants to hold others accountable in an effective manner.

When I’m asked why organizations hire me as a coach for new leaders, I share that often it is because these organizations recognize that 70% of leaders provide a negative ROI based on how they treat their employees.