In the dynamic sector of government contracting, accountability is paramount. As leaders, we must recognize that accountability extends beyond the individual to entire business units and teams. At ICS, our approach to fostering accountability is based on our core values and clearly written functions for every part of the organization, from leadership to Backoffice to individual contributors. We meticulously define every function within our organizational structure and clearly defining roles for each function. This sets clear and measurable expectations for success. This precision in defining roles ensures that every team member is not only aware of their duties but also understands the broader impact of their work on our organization’s mission.
Our leadership team embraces a regimented schedule of quarterly conversations with their direct reports. These are not perfunctory check-ins but hour-long sessions dedicated to reinforcing our core values, discussing employee performance against established benchmarks, and ensuring that each individual has the knowledge, skills, abilities and other attributes for their success and that of the company. In these sessions, dialogue revolves culture, organizational structure, quarterly objectives, personal and professional development, and any changes to their roles. The underlying focus is always on the development of the individual and alignment with the company’s strategic objectives.
The rationale behind these reviews is two-fold: to affirm that our team is composed of individuals not only excelling in their current roles but also embodying the potential for future leadership. For us, accountability is synonymous with foresight—anticipating the needs of our clients and the market, and preparing our workforce to meet those demands with agility and expertise.
Our primary customers are the U.S. Military, so the stakes are inherently high. The services we provide and the contracts we manage have far-reaching implications. Therefore, having the right person in the right seat is more than a managerial preference—it is a critical requirement. Our conversations around accountability are imbued with a sense of duty; they are discussions about stewardship, professional growth, and our collective contribution to our nation’s warfighting capability.
For GovCon Owners and CEOs, we’ve learned the value of embracing accountability not just as a principle but as a strategic asset. I encourage you to audit your organizational tools and processes to ensure that they promote clear understanding of responsibilities. Encourage your leaders to engage in meaningful dialogue with their teams, fostering a culture where accountability is not imposed but embraced as a value.
How do you maintain a culture of accountability?
