If you want your team members to be accountable, instead of making excuses when things go wrong, be sure they know what's expected of them, involve them in decision-making and reward them for their excellence, writes author and leadership expert Frank Sonnenberg. "People stop trying when there's no benefit for being exceptional and no consequence for being mediocre," Sonnenberg notes.

Put it into practice: Foster a sense of accountability by consistently giving your team constructive feedback, challenging any unwanted behavior and constantly evaluating their progress and successes, Sonnenberg suggests. "Indicate how success will be measured, or folks will define it for themselves."

Surveys show the workforce becoming more diverse, which means senior leaders must take the initiative to define the culture they want and then formalize "your company's values in observable, tangible, measurable terms," says S. Chris Edmonds. "Valued behaviors make clear how people in your company model their company values in daily interactions," Edmonds notes.

Put it into practice: Data shows that companies with respectful cultures have more engaged employees, better customer service and higher profits, Edmonds says. Senior leaders must be role models, displaying a high level of integrity.

Automating internal communications through multiple channels using AI, asynchronous video conferencing, chatbots and short surveys can help boost employee engagement by consistently keeping everyone informed in the ways they prefer, writes Michael DesRochers. "This approach acknowledges employees' wellbeing while providing efficient communication channels and support mechanisms that cater to their unique needs, improving their sense of belonging," DesRochers writes.

Put it into practice: Actively listen to the needs of your employees as you create your automated internal communication system, DesRochers writes, and make mental health apps and other wellness programs easily accessible. "It is important that employees understand they have access to these resources to assist with their wellbeing."

Employers should change their diversity, equity and inclusion strategies to focus on cohesion in the workplace, equality over equity and employees' commonality, according to Insperity CEO Paul Sarvadi, who has co-written a book about the approach. "These are higher goals than DEI goals, but they build on the original unifying objectives of DEI," says Sarvadi, who adds the strategy emphasizes better business performance.

Fewer children have been named Brooke (for girls) or Julius (for boys) over the past two years as those appellations experienced the sharpest drop in popular baby names, according to data from the parenting website BabyCenter. Other girl names on the decline include Amanda, Raegan and McKenzie, while fewer boys are sporting monikers such as Jaiden, Johnny and Ronan.

I have worked at places where accountability was given a lot of lip service but very rarely practiced -- especially by those at the top who seemed to have a "do as I say and not as I do" attitude.

In those situations, I refused to follow their example, instead insisting that I live up to a higher standard in my work. This is something Frank Sonnenberg echoes in his article. Even if those around you are making excuses for their work or blaming others for their mistakes, you can still hold yourself accountable and strive to be the best at what you do.

"When you have the courage and confidence to put yourself on the line, you will earn the trust, respect, and admiration of others," Sonnenberg writes. "But most of all, you will earn the respect of yourself."

When have you held yourself accountable, even if you worked in an excuse-filled culture? Tell me about it.

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