This is the last of our 7-part series on the topic of accountability, based on book “Crucial Accountability”, 2013 (authors Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, Al Switzler)
When accountability conversations
don’t work
If accountability efforts continue to fail despite best
efforts, let the recipient know that the cost of inaction could be disciplinary
or if you they don’t report to you, that you will escalate the issue. In
approaching the recipient use a gentle tone and:
- Explain the next step and when it will happen
- Follow the entire process through
- Agree who will be doing what and do it
If you both agree to just cope with the challenge, ensure
workarounds are mutually established and agreed to.
What about holding your boss accountable
Holding your boss accountable is not easy as they employ you
so fear is legitimate. It takes courage and integrity – values that are
important in any organization. When holding your boss accountable, one can
reduce the risk by and optimize success by:
- Asking permission to have an accountability-based
conversation
- Solicit feedback on whether you might be the problem. “Is
there anything I could do differently?”
- Focus on fixing the problem. Managers are accountable to
make sure employees are successful. The problem you are bringing up could be
impacting their success.
If your organization is one that promotes accountability,
conversations like these should be much easier.
Dealing with difficult situations
All the planning in the world and best intentions do not
always lead to success. There are times when you may encounter situations that
are more difficult to address. A number are explained below with suggested ways
to deal with them:
- Confronting authority:
Evaluate the situation based on wearing the boss’ shoes and how the behaviour
could be impacting them as well as consequences to others.
- You are the minority:
If others are not following standards or procedures and you are, prior to
holding others accountable, investigate the reason why. People are generally rational so there could
be a valid reason. Take the time to understand reasoning and circumstances.
- Silence: When the
other party is using silence as their answer, make it clear with them you are
trying to improve things. To inspire dialogue, begin with something that you
could be doing that is impacting the situation.
Set an appropriate time to discuss and be sure you don’t take an “I will
fix you” approach.
- Devastating personal
implications: If the magnitude of behaviours that led to the lack of
accountability is enormous, discuss smaller chunks of behaviours that could
change – not the full scope. Provide facts and clear feedback on behaviours,
set standards, and when improvement occurs, work on other areas.
What not to do
When holding others accountable, be as direct and
forthcoming as possible. Things not to do are:
- Play games. Be direct and don’t beat around the bush.
- Misalign verbal and non-verbal cues.
- Pass on the accountability task on to someone else.
- Believe that people can read your mind.
Conclusion
Accountability is shift in mind-set and when walking the
talk, be understanding that the journey may be a long one. Help others understand the reasons and the approach, and build a team that can trust the
process and not be fearful of it. Is there really another option?
Glen
