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- The Challenge of Holding People Accountable
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The Challenge of Holding People Accountable
Three Steps to Success
Holding people accountable is a real dilemma for today's business managers. Managers hesitate to take necessary actions due to fears of an employee leaving, of being less popular, lacking the skill to take action, or being unsure of what the organization expects him/her to hold people accountable for.
Organizations make it more difficult because they do not specify what performance level of results, behaviors, or values are acceptable. This lack of alignment or consistency requires managers to be even more courageous in executing accountability. All of these barriers, however, do not leave holding people accountable a choice. Any manager who wants progress, improvement, or change must put accountability in place.
Many managers possess negative pictures of what the process of holding someone accountable looks like. Business Efficacy believes holding people accountable can be accomplished in a very productive, positive, and supportive manner. This requires management to execute three steps. The biggest obstacle resides in poor execution of the first two steps. Without successful execution of the first two steps, step three has little chance for success.
Step One: Define the desired performance.
This is easy if the outcome is something measured such as a sales goal. It gets more difficult when the desired outcome is a behavior. Take the time to decide and be clear what quantitative or behavioral outcomes you want and to what level. Make the commitment to be sure the employee clearly understands your expectations and measurement guidelines. This degree of clarity lays the foundation for "Holding People Accountable."
Step Two: Gather quality performance information.
To make expectations reality, they must be inspected and measured. Be sure that a timely follow up procedure is in place. Incorporate into the plan how to gather critical behavioral and performance information then analyze the data against expectations.
Step Three: Hold the employee accountable.
The most skill is required when an employee fails to meet an expectation. The initial part of your conversation must incorporate a review of the expectation, performance information gathered, and an explanation that the expectation was not met. The second part of the dialogue is where the key actions take place. You have four options:
- Ask the employee why the performance is what it is. Asking the employee "why" forces the employee to take responsibility for the behaviors they did or did not do. This tactic tends to increase an employee's willingness to work to find a solution
and can surface the real issues and barriers. Once those are identified, the manager can partner with and coach the individual. - Explain the pros and cons of meeting the expectations versus not meeting expectations. Explore the positive and negative implications of meeting and not meeting the expectations. Help employees understand the consequences of the choices they are making (short and long term). Be sure the employee understands the "pros" to delivering the expectations.
- Link the non-performance to what motivates the individual. Explain how his/her performance is getting in the way of what they want most. Everyone has something that motivates them into action. You must know what motivates each of your employees and then help them understand that missing an expectation impacts their ability to get what they want most. Once employees see how executing their expectations gets them more of what they want, there tends to be a positive change in energy level and commitment.
- Clarify it is the employee's decision not to perform, and that the employee owns the consequences. If an employee is not trying or making an effort to meet expectations it is important they understand that they are "choosing" the consequences. Help the employee understand that they are responsible for making an effort, giving it their best, asking for help if needed, and surfacing issues if necessary.
Organizations that want to move forward, be successful, and have a high performing team must have the courage and commitment to challenge their people and hold them accountable.