Hamiltonian Halloween and the "A" Word

As Halloween approaches, it seems fitting to shine a light on something that sends a chill down the spine of many senior executives — the “A” word: Accountability.

Few words in the workplace evoke more discomfort. Yet accountability, far from being a bogeyman, is the very foundation of good governance and effective leadership. The problem is, it’s often misunderstood — and, at times, deliberately avoided.

Phrases like “one throat to choke” capture the old-school, punitive view of accountability — one that equates responsibility with blame. It’s an outdated mindset that discourages openness, innovation, and growth.

At The Hamiltonian, we’ve seen firsthand how some senior executives shy away from formal performance contracts, fearing that these agreements are precursors to being fired if targets aren’t met. In reality, accountability done right is not about punishment — it’s about clarity, alignment, and improvement.

Take, for example, the City of Hamilton. The City Manager’s performance is guided by goals set “in collaboration with the Mayor,” focused on Council’s approved priorities: sustainable development, safe neighbourhoods, and transparency"  However, there is no formal, public-facing performance contract or set of measurable targets.

Interestingly, the City Manager, in a recent Q/A refused to provide statistics as to the percentage of staff and managers who have a current performance plan in place. This would suggest one of the following: the percentage is so low that it would be embarrassing to report, the city simply cannot determine these numbers for lack of ability, in keeping with established patterns, this is yet one more instance of Hamiltonians deliberately being kept in the dark, or another reason only known to the city. In any event, we pushed our deadline to allow Ms. Cluckie to provide these statistics, and she failed to . 

So, how can anyone — including residents — know whether the City is performing at a high level? How is success measured? And how is the Mayor evaluating outcomes without defined benchmarks? How many people even have a performance plan in place?

A performance contract provides the necessary structure and transparency. It spells out expectations, establishes measurable goals, and cascades these through every level of the organization. Done properly, it aligns everyone — from senior leaders to front-line staff — toward shared objectives.

Contrary to popular fear, performance contracts and deliverology (the science of turning goals into measurable results) are not tools to intimidate. They are instruments of growth and excellence.

Consider a simple example:

Objective: Ensure Hamiltonians have timely and efficient access to automated services.
Target: 5% or less downtime for all public-facing systems.

In this case, success means city websites, email systems, and online registration tools must function at least 95% of the time. If the actual uptime drops to 82%, the question isn’t “Who’s to blame?” — it’s “What went wrong, and how can we fix it?”

True accountability encourages this spirit of inquiry. It transforms a shortfall into an opportunity for learning, problem-solving, and collaboration. Teams identify causes, implement corrective actions, and measure improvement. Success becomes not just about hitting targets, but about developing resilience, adaptability, and trust.

When applied this way, accountability builds confidence rather than fear. Results are presented to Council not as defensive postures but as learning stories: Here’s what happened, here’s how we addressed it, and here’s how we’re stronger now.

That’s the kind of accountability Hamilton deserves — transparent, constructive, and forward-looking.

So this Halloween, let’s unmask the myth. Accountability is not a monster hiding in the shadows of City Hall. It’s a mirror that reflects integrity, performance, and pride in public service.

For the City of Hamilton — and any organization aiming to be truly high-performing — embracing deliverology and transparent performance contracts isn’t something to fear. It’s something to celebrate.

After all, accountability isn’t about process. It’s about delivering results for the people you serve. It need not be the scariest word in the office. 

The Hamiltonian