How accountable are you for your success?

AN AFRICAN AMERICAN FEMALE manager is promoted to head a business unit at a large corporation. Over the past three years, she has proven herself to be an excellent candidate, possessing all the technical qualifications necessary for the post. But her employees recent the appointment. They feel that the job should have gone to a white male, long rumored to be in line for the position.

The employees to sabotage her efforts. A small faction of managers in her unit spread rumors that her appointment was a classic case of reverse discrimination. Department productivity and morale take a plunge.

Not surprising the manager is called in by her superior and told she has three months to reverse the situation. It doesn't happen. The company vice president then informs her that "things aren't working out" and offers her a lateral move--a position with the less prestige and responsibility. Instead accepting a job she views as a demotions the manager resigns.

Clearly, this woman was faced with what woman was faced with what for some would be insurmountable odds, suffering unfair treatment and discrimination. But could she have prevented her failure? It's easy to place blame elsewhere, but how different would things have been if she had been more accountable for her own success?

WHOSE FAULT IS IT, ANYWAY?

It is no secret that racism and sexism exist in the workplace. Despite the fact that many organizations are now addressing diversity, these company initiatives are not salves for the wounds caused by decades of social inequality in the workplace. But you can't expect your company to do everything. You have to hold yourself accountable for your future.

"Personal accountability is the willingness to claim 100% ownership for the results produced as a consequence of your involvement, both individually and collectively, with others in your workplace," says William A. Guillory, CEO and founder of Innovations International Inc., manager consulting firm in Salt Lake City, Utah. "The lack of empowerment for African Americans is partly discrimination, but the other part is preparing ourselves," he adds. "Ask yourself, 'If discrimination disappear tomorrow, am I still prepared?"

Although the manager was capable of handling the position from a technical standpoint, she had limited skills and experience in managing people--the case for most women and minorities moving up the corporate ladder. "Many women don't trust the system or believe the rules will work in their favor," says Tina Scott Lassiter, president of Business of Women's Business a New York-based personal and professional development firm. But "they are afraid to be viewed as unable to do a job without support and, as a result, don't ask for help. This can be a detriment." The company said it would "treat her equally"--and that's where the problem began, Guillory explains. Under the rules of diversity management, people shouldn't be treated alike, but as individuals.

The manager was not equipped to handle her new role without proper skills and support. While the company should have recognized the manager's unique circumstances and put the proper systems in place she would have asked about the support she would receive during her transition, i.e.: "How will things be set up to ensure the highest probability of my success?"

Her objective should have been to produce the results required even though her subordinates didn't want her to. One way to do this would have been to go to her superiors and inform them of the difficulties she was having with their staff. She should have also develop a support network of people she could go to for advice and build alliances with superiors.

If she had done all that and still felt that the level of support offered was not adequate, she could have then chosen not to take a job where would inevitably fail. If by resigning, she walk away feeling as though she was set up for failure, then she has learned nothing. Her experience was a self-fulfilling prophecy. On the other hand, if she learned to assess her strengths and weaknesses, continuously upgrades her skill and request the tools needed to work efficiently, then experience was a success.

RELATED ARTICLE: MEASURE YOUR ACCOUNTABILITY

Being more accountable involves giving up some behavior, belief, attitudes, etc. rather than concentrating on behaving a different way. One of the most common defense mechanisms used to avoid accountability or responsibility is to become upset. Obviously, if you're upset, you can't handle the matter.

Going "unconscious," is another, says Guillory. "This is done done by simply tuning someone out, or by having your own mental conversation while someone is attempting to point out how you could have assumed greater responsibility." Playing the rule of the victim is another way to escape accountability, adds Guillory. Expressions common to the victim are "I can't " and "I'm unable." These statements are really are, take the willing."

To see how accountable you really are, take the test on the following page:

RELATED ARTICLE: HOW TO IMPROVE YOUR ACCOUNTABILITY QUOTIENT:

Change your attitude about colleagues and work. Take 100% responsibility for events in your life. Ask yourself, "Am I avoiding responsibility?"

Learn self-management skills. Managers may be disappearing, but managing is not. Plan, prioritize, execute and focus on your own work.

Assess your competency level. Your skills should be consistent with the market. Make sure your own work.

Accept continuous learning as a way of life. Take advantage of the training programs at your organization. Tapes, books, classes, seminars and, most of all, a personal and professional mentor should be mainstays. White males take five times, and white woman three times, more training classes than African Americans.

Knowledge is the only key to security. It's also the ability to integrate information to create new systems. Learn all you can, process it and then apply it.