Fear Explored

Imagine, you are asked to provide 360 feedback on a manager with whom you have a difficult relationship.  Or imagine you are leading a team and no one is saying what they really think – you perceive that people are holding back their opinions.

Or what about a situation where leaders are physically closing doors … an acquisition has been recently announced but you and your colleagues know little about what the impact will be on the business.  In all of these situations, most commonly, and not surprising, the overwhelming response is fear.

In my day-to-day work, I find myself in situations where training or leadership development is expected to be the answer.  However, when one starts working with participants or a team, really trying to understand the issues, what often emerges is that there is a larger, unspoken issue.

Walk the Talk of Accountability (Part 7)

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