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Conscious Accountability

Effective Feedback and Accountability without Blame

​a live interactive Instructor-Led Workshop
series of six 75-min sessions

part of the Conscious Leader Development

programs at Basileia LLC

"Blame is the absence

of accountability."

-Brené Brown, 

Professor at the University of Houston

When we imagine relationships in a "power-with" environment, many tend to focus on the "with" — the gentle, connecting qualities such as being valued, empathy and care.

These are essential skills of the Conscious Leader that we introduce in the Hear Me ... See Me: Valuing the people in your workplace ... and in your life workshop.

Equally essential are the skills that enliven the "power": the fierce connectedness that leads us toward fulfillment of our shared purpose. 

Connection matters. And so does Purpose.

Conscious Accountability within an environment of intrinsic motivation looks very different than the accountability that we associate with blame and punishment. There are new levels of self-awareness to embrace and new skills to learn.

That's what this series is about.

We will apply the self-awareness and self-responsibility that we learned in the Needs-Based Communication (NVC) CORE CONCEPTS foundations to real workplace needs for feedback and accountability.

The Conscious Leader is both gentle and fierce. This course helps us develop the fierce side.

Session Outlines
  • Session 1: Giving Conscious Feedback: Moving Beyond Praise & Criticism

    • Feedback in a culture of intrinsic motivation

    • ​​Understanding the key questions of conscious feedback

    • Expressing disagreement without blame

    • Differentiating conscious feedback vs. criticism/praise

    • Expressing agreement without praise

    • Structured Feedback Process: continuous learning
       

  • Session 2: Receiving Conscious Feedback: Hearing feedback as learning, not as a "mistake"

    • Conscious feedback is either celebration or learning — there is no "positive" or "negative"

    • Differentiating learning vs. "mistakes"

    • Differentiating "striving for excellence" vs. "perfection"

    • Coaching people to give you feedback that supports learning
       

  • Session 3: Mutual Accountability:  ​"Calling in" to alignment rather than "calling out"

    • ​How mutual accountability is different than accountability based on blame and punishment

    • What mutual accountability is ... and what it is not

    • In the conscious workplace, for what are we accountable? ... and to whom?

    • In an environment of mutual accountability, "speaking up" is everyone's responsibility

    • How "calling in" differs from "calling out"

    • Mutual accountability starts with self-accountability
       

  • Session 4: Conscious Agreements: Staying in integrity around our agreements

    • ​The fine art of conscious agreements — does your "yes" mean "yes"?

    • Why saying "no" can be challenging

    • Why saying "no" matters

    • How to say "no" ... by getting to an authentic "yes"

    • How to adjust agreements to stay in integrity

    • How to handle "broken" agreements
       

  • Session 5: 100% Responsibility, Not More, Not Less: Taking full responsibility for my behaviors, but not for others

    • ​What does 100% responsibility look like?

    • What is the impact of a mindset of less than 100% responsibility?

    • What is the impact of a mindset of more than 100% responsibility

    • The Drama Triangle: how it interferes with 100% responsibility and accountability

    • Make the "wonder move" to move out of drama

    • Moving toward 100% Self-Responsibility
       

  • Session 6: Conscious Terminations: Honoring the humanness of everyone when employment relationships are ended

    • Owning your responsibility if you are the person with authority to terminate employment relationships

    • Healthy vs. Unhealthy turnover

    • Termination is the final step of a conscious process to support the person in meeting functional role expectations

    • ​Recognizing the moment when you have clarity that the person is not a good fit for the role

    • Supporting the transition of the person whose employment is being ended

    • Minimizing risk to the organization while following a process that values human needs



Prerequisites

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