Research Paper By 苏欣 Xin Su
(Transformational Coach, CHINA)

I work with a truly globally integrated enterprise (GIE), collaborate with people from different culture and various countries on daily basis, and fortunately I’m based in different countries for working together with diversified employees with expertise, race, nationality and gender orientation. However, one shared comments from senior leadership team on Asia Pacific employees is ‘lacking of accountability’. Apart from my emotion as first hearing of it, I also question myself ‘is it true or a stereotype? Do employees do better job in terms of accountability than eastern world? How to cultivate accountability? What’s culture impact on accountability?’.

In fact, while I’m answering myself those above questions by research, observation and reflection, I realize that all the answers to accountability isabsolutely applicable in coaching context, both to coach and coachee. Because accountability is the core of self-empowerment, defining who you want to be, making choices and commitment, and taking actions towards objectives.

Given identified differentiation in accountability and responsibility. Despite individual employee or coachee, or even a big corporate organization, we all anticipate create culture of accountability in order to achieve more objectives and high-performing teams. Below is the key factors in cultivating accountability in corporate and coaching context, and questions leader/employees, and coach may ask: