Hidden Blessing – Accountability

Accountable government is a blessing – if we get it.  We may be about to see big changes in living color. “We the People” deserve good leadership, not selfish but selfless.

Looking back, selfless leaders work hard, harder than those they serve. They understand who they serve, appreciate them, and respect limited government, lanes, rights, and honor.

They fundamentally understand what accountability is – doing your best with no excuses, making hard decisions, keeping costs down, owning your mistakes, making corrections, and learning.

Accountable leaders care about the mission and work to get it done. They respect people, care for them, inspire them, and help them deliver results. They earn trust, without which nothing.

They inspire others to do as they do. They set the tone, unafraid to expect much, lead.

America has had leaders since its beginning. The pilgrims were such people; the “Mayflower Compact” is our first example of accountability to each other, ourselves, and God.

Perhaps not coincidentally, Thanksgiving reminds us that our government – self-government – is dependent on us, but also a rare sort, able to be held accountable.

Years ago, my boss was Colin Powell, an example of service, determined to keep his team accountable and himself accountable.  He personified owning your actions, expected much.

Most of all, as now, he expected those in public service to – prioritize the American People – or be “equal to our time,” step forward, work hard, and get outcomes. We are here again.

In my case, as Assistant Secretary of State responsible for programs in 70 countries’ two billion dollar budget, his direction was cryptic, expectations high. We did not want to fail.

We inherited waste, flipped rocks, found fraud, self-dealing, indifference, dishonesty. He would have none of it, empowered his team to make the State work and be accountable.

After confirmation, I realized the Federal bureaucracy was a beast foraging on tax dollars, the epitome of unaccountable. I worked to inspire, tighten, synchronize, shrink, and deliver.

Good leaders give an order, step back, let you prove yourself. Powell did that. We pulled in harnesses to get things done. The challenge was towering – and it is again.

Faced with a bureaucracy – or “deep state” – that hates change, getting called out, and no focus on accountability, how do you get results? The first move was calling the Inspector General in, demanding a dive on the whole two-billion-dollar operation. That sent shivers.

I wanted to know where the lies, inefficiencies, unethical acts, and missed opportunities were because taxpayers wanted them fixed. Powell gave the nod. That should happen again – across the whole government – on January 20, 2025. Unchecked waste continues apace.

Soon we were de-obligating tens of millions, infuriating embassies that had hidden money for decades in escrow, obligating to friendly contractors, and later spending on pet projects.

Overnight, sixty million dollars were returned to American taxpayers, offsets to future appropriations requests, or just given back. The bureaucracy was livid, Powell happy.

Next, we required over-billing contractors to justify invoices – to the penny. They hated it. They were told by me to write a check back to the US government or see their offenses in print. They returned the money swiftly, stung by the idea that accountability was real.

CEOs for big contractors were called into the office. No more de facto monopoly perpetuated by cozy midlevel staffers. Competition was open, and fines of 20,000 dollars a day were issued for late deliveries. They squirmed. Deliveries started arriving on time, and competition grew.

Next, I told hundreds of FSOs and civil servants – in person, big auditorium so they all knew that advancement was on merit if they worked to make the Secretary’s and President’s agenda real. If they had other ideas, leave.

More explicitly: Step up, start lifting with the Secretary’s team, or depart. The Red Sea parted, half left, half stayed. Those who stayed were well rewarded and worked as patriots.

Next, we talked about self-discipline, setting high-performance measures, and inspiring their teams to reach higher. Performance was rewarded, and underperforming programs were cut.

Who modeled “fish or cut bait?” Who rewarded those who cared, worked, put mission above self, and were accountable? Colin Powell. Did it work? You bet it did.

The bureaucracy, which creates anonymity to hide, often forgiving itself dishonesty, deceit, and dishonor – hates those who expect the best. In that “long ago universe,” we changed how business was done. We can again. We can get the government back if we demand it.

This Thanksgiving, we have people coming who understand accountability. We have – as a nation – voted for a better, more accountable, honest, productive, limited, faithful government. Expect a change of attitude, for that gratitude. Happy Thanksgiving!

Robert Charles is a former Assistant Secretary of State under Colin Powell, former Reagan and Bush 41 White House staffer, attorney, and naval intelligence officer (USNR). He wrote “Narcotics and Terrorism” (2003), “Eagles and Evergreens” (2018), and is National Spokesman for AMAC.