If a high-level executive is not taking accountability, don’t assume they are aware of it. It’s essential to identify the root cause of this behavior, which may stem from various areas of both their work and personal life. One of the most effective ways to do this is through intentional communication, using a series of questions that encourage the executive to discover the cause for themselves, rather than being told directly. This self-discovery process helps break down resistance, fostering greater awareness and a stronger commitment to change.

Trust is one of the most important aspects of any relationship, especially in business partnerships and when coaching executive clients. Trust involves more emotion and intuition than we often realize. It stems from a sense we get about someone, shaped by our life experiences, and though hard to define, it gives us an early impression of who someone is. This isn’t supernatural, but a scientific process—your mind quickly processing all past learning to deliver a gut feeling. Jamaicans often say, “my spirit doesn’t take to her/him,” reflecting this subconscious assessment of trust. Understanding this instinctual process is key.

When coaching an executive who struggles with accountability, goal-setting becomes a crucial part of the learning process. However, this must follow the establishment of trust and identification of the root cause behind the lack of accountability. Once these are addressed, the executive will be more equipped to drive the goal-setting process and commit to achieving the desired outcomes. Through working toward these goals, further coaching on accountability can take place. If resistance persists, it will surface through missed deadlines, providing additional opportunities to address the reluctance and the consequences of not taking ownership.