Tag Archives: accountability
Fifty-one years ago, President Gerald Ford made one of the most momentous decisions in the history of the American Presidency. When he chose to pardon former President Richard Nixon for his involvement in the Watergate scandal, Ford chose to lead with accountability, regardless of what it meant for his presidency or legacy. Watergate was one of the darkest periods of American political history. So much so that the term “-gate” has become the moniker ascribed to any political scandal of the past 50 years. In September 1974, just a month after Richard Nixon resigned in disgrace over the Watergate scandal, President Gerald Ford shocked the nation by granting him a “full, free, and absolute pardon.” It was one of the most controversial decisions in U.S. history, and it likely cost Ford the presidency two years later. But beyond its political ramifications, Ford’s decision carries a timeless leadership lesson: True accountability comes with a price — and great leaders must be willing to pay it. For corporate executives navigating crises, Ford’s accountability provides powerful lessons about balancing justice, trust, and long-term organizational health. 1. Accountability means making hard choices. When Ford assumed the presidency following Nixon’s resignation, America was adrift. Watergate had eroded public trust, the economy was falling apart, and the nation’s faith in its institutions was at an all-time low. Ford only had two options: When Ford chose to pardon Nixon, his action demonstrated that he believed that the nation’s healing outweighed the political cost to him and his party. He accepted the accountability of the office he held and of the decisions that office required of him – even if his choice meant that Nixon would avoid being held to account for his actions. Lesson for leaders: When crisis hits, the choice is rarely cut and dried. We must often choose among bad options. We can be tempted to try to avoid these tough decisions, but ultimately, we must take ownership. Great leaders understand that either they can lead with accountability now and accept the consequences or their delay will allow a problem to fester and erode trust. 2. Clarity builds trust. Ford knew that pardoning Nixon would look like a backroom deal unless he was clear about the reasoning behind his decision. In a televised address, he laid out his reasoning and motivations. He explained to the American people that he believed a prolonged legal battle would paralyze the nation, deepening the malaise that Watergate had created. He expressed his belief that his pardon would give the country the closure it needed to move forward. While many still disagreed, his willingness to communicate openly and accountably eventually vindicated his decision. Lesson for leaders: Clarity and openness won’t guarantee approval, but they protect credibility. Leaders who hide behind spin lose trust. Those who explain their reasoning — even when unpopular — strengthen organizational integrity. 3. Personal cost vs. organizational good Ford’s approval ratings plummeted after the pardon. In 1976, he lost reelection to Jimmy Carter. By any political and personal measures, the decision was a costly mistake. But in hindsight, many historians credit him with helping the nation heal faster and preserving the dignity and integrity of the presidency. Lesson for leaders: This dynamic mirrors an important aspect of corporate leadership: Sometimes doing the right thing means sacrificing short-term results for long-term organizational health. Accountability isn’t free. Making tough calls often comes at the expense of your reputation, relationships, or role — but avoiding them usually costs more in the long run. 4. Culture starts at the top. Watergate wasn’t just about Nixon; it was about the political environment that enabled him. By pardoning Nixon but publicly denouncing his actions, Ford sent two complementary messages: Lesson for leaders: When executives fail, how they handle accountability sets the tone for the entire organization. Protecting individuals over principles signals that rules are negotiable. When we prioritize the mission, the organization, and the people above any individual (or group), we embrace and support a culture of integrity. 5. True leadership requires courage. Years after he left office, Ford said, “I knew exactly what I was doing. I was prepared to take any criticism, no matter how bad it was.”That resolve is the essence of courageous leadership: making decisions based on principle, not popularity. Lesson for leaders: In today’s corporate landscape — where short-term results, quarterly earnings, social media outrage, and internal politics collide — courage is rare but invaluable. Teams follow leaders whose values are clear, unambiguous, and reflected in their words and deeds. Great leaders understand that accountability is the ultimate expression of one’s character. They do the right thing even when it costs them personally. Key Takeaways for Today’s Leaders President Ford’s pardon of Nixon is a reminder that leadership is rarely about avoiding storms — it’s about standing in them with integrity. When we face ethical crises, data breaches, executive misconduct, or strategic failures, the lesson endures: Healing requires hard decisions, and hard decisions come with a price.
“How do we build a culture of accountability in our company?” That was a question one of my executive leadership coaching clients asked me recently. When I asked him what he meant by accountability, he had difficulty fully articulating what accountability meant to him. Finally, he said he wanted people to take ownership of their work and the results they produced. After we spent most of an hour exploring what was missing and what real accountability would look like, he made a bold statement. “The first thing I need to do to build more accountability is to stop talking about what we should do. I need to decide what I am going to do to be more accountable and promote accountability within my team.” It was as if a light came on for him. He realized that while we all want to foster accountability, we can’t. I can. He can. You can. Accountability happens when individuals take ownership, and that starts with individual leaders deciding to make it happen. Although my client had had a major breakthrough, he still had a big question to answer in the coming weeks, “How do I get started?”
Thank goodness for the Dodd Frank Wall Street Reform and Consumer Protection Act. Without it, parking might have become the next financial bubble to rock America. Last week I received an email from Parkmobile. They provide the service that allows consumers to use their smart phones to pay for parking at cities across America, rather than feeding parking meters. The email informed subscribers that the transaction fee they charge was increasing by nearly 40%, and the reason for this increase was… Wait for it. You guessed it – Dodd Frank. This law, which was intended to reign in Wall Street and prevent another financial crisis, has ensured that evil and greedy parkers around the country don’t bring down our economy with their reckless behavior.
“Some people really stepped up.” That’s what a friend of mine said when I asked him how things went when he returned to work after a month of medical leave. The look on his face and the tone of his voice said the rest, “. . . and some people didn’t.” It is a common theme of discussion in my executive leadership coaching practice. I hear it from most leaders I talk with. Some people step up, and some people do not. It is often surprising who does and who doesn’t. We are thrilled by the unexpected leadership shown by those who rise to the occasion, and we can be so disappointed by people who fail to meet our expectations. The former can be gratifying, but the latter can shake our confidence as leaders.
In my last post I wrote about the importance of knowing when to break the rules and the leadership it takes to help others do so. Today, I want to focus on how our actions (or inaction) can lead others to behave inappropriately. Without knowing or intending to, our actions may lead people astray. Our behaviors may give people the impression that the rules do not apply to them. Our actions may even make them believe that they have our tacit approval to break rules or even break laws. Our failure to react to one misdeed may give them the impression that we will ignore others. As leaders, we must recognize that our behaviors and choices send messages for others to interpret, and if we are not careful, they may lead to disaster or tragedy.