Seven Ways To Make Sure Accountability Sticks In 2014
by Julie Miller and Brian Bedford, co-authors of “Culture Without Accountability: WTF? What’s The Fix?“
As a leader at your organization, you like to think that you run a pretty tight ship. But if you’re being honest with yourself, you know that you let a few things slide in 2013. A missed deadline here and there. A few tiny white lies to clients. The fact that Mike in marketing often over-commits and under-delivers. Your own tendency to talk over others in meetings. In other words, people (you included) haven’t always done what they know they’re supposed to do or behaved like they know they’re supposed to behave — and they’ve gotten away with it.
None of these transgressions have been deal-breakers. Yet you know if you don’t start holding yourself and your employees accountable for these little things, they’ll eventually lead to bigger, more damaging sins. That’s why one of the best New Year’s resolutions you can make is around the A-word. Accountability.
Accountability is a tricky business because it has different meanings for different people. In our book, we present a definition we learned that we like very much: ‘a personal willingness, after the fact, to answer for the results of your behaviors and actions.’
With that in mind, think about where you and your people dropped the ball in 2013 in terms of client relations, personal integrity, and interactions with coworkers. More important, did any of you answer for these lapses? You can post core values on the company website and remind your employees about them via the company newsletter until you’re blue in the face. But if none of you are ever held accountable to these behaviors, you’ll just repeat 2013’s transgressions over and over again.
Of course, you might be thinking, We’ve tried making accountability stick before, and all those initiatives just melted away over time. That’s what will happen this time. You can’t create an accountable organization in passing. Buy-in must come from everyone. Accountability must be woven into the fabric of your organization. It has to become a part of every aspect of your business.
In our book, “Culture Without Accountability“, we provide the perfect “make-it-stick” plan. Here’s how an approach to this problem might look, using the concepts from the book:
1. Conduct a 2013 accountability post-mortem.
Here’s a revelation for you: Despite the accountability failures of 2013, it’s very possible that no one at your organization thinks they’re doing anything wrong. Maybe they’ve never actually been told that they need to change how they do things. That’s why you should kick off your 2014 accountability revolution with a meeting of the minds.
Call your team together for an open discussion of the company’s core values and required behaviors and where you’ve dropped the ball. Explain that no one will get in trouble for acknowledging their own shortcomings or even pointing out those of others. Ask people to share the negative effects they believe these behaviors had on the business and explain that those negatives will only get worse with time.
Set the stage by taking responsibility for your own transgressions. This will encourage others to be honest in turn. Finally, explain that things are going to be done differently in the upcoming year. Use this meeting to get consensus on what the core values and behaviors need to be to support the company’s strategies and goals for 2014, and emphasize that everyone, starting with the key leaders, will be held accountable for demonstrating them.
2. Hold an accountability boot camp early in the year.
However you go about making accountability stick at your organization, one thing is for sure: You and the other leaders at your company can’t simply decree an accountability mandate and then expect everyone to fall in line. You’ll need to implement a training and development plan to help employees understand why accountability is important and what accountable behavior looks like.
A boot camp-style training session is a great way to achieve this. In these sessions you should also establish how their accountability mindset and behaviors will affect their pay and progression in the organization. Teach employees how to provide feedback to one another, since this is essential to developing a culture of accountability. For leaders, you’ll need specialized training and development programs that explain what accountability looks like for them and what they can do to be effective accountability role models. We’ve seen these kinds of programs work many times before. Through our consulting practice, we work with companies from around the world to tailor training plans specific to their needs — we don’t feel a standardized approach is as effective.
3. Start with a behavior statement.
Everyone needs to understand that they will be held responsible not only for the results of their work, but also for how they go about their work, and their rewards will depend on both. If your most experienced salesperson has great sales numbers but bullies the shipping department every time he/she needs an order rushed, or if you have an employee who clients love but who often misses internal targets, those transgressions must have consequences despite these employees’ successes in other areas.
One useful way to communicate this is to develop behavior statements that make it clear what you’re looking for. The statements will answer the fundamental question of what, precisely, you’re trying to fix, implement, or eliminate. This is especially helpful in international companies, because accountability might mean different things in different countries, languages, and cultures. So, for example, you might establish accountability behavior statements, such as:
- Always do what you say you’ll do.
- Always tell the truth.
- Bring issues up as you discover them.
- And then make those even more clear through Dos and Don’ts. For example:
- DO be open, honest, and truthful.
- DON’T make excuses.
Once you’ve established accountability behavior statements and provided Dos and Don’ts, you can revisit them during performance reviews. They’ll help drive discussions with employees on how they are doing when it comes to meeting your company’s accountability standards.
4. Regularly meet up and talk it out.
Do you hold regular communications meetings with your team or organization? We recommend it, because meetings provide an opportunity for management to highlight people who have demonstrated good accountability, as well as to show where things went wrong and what could have been done better.
This should be done in a way that instructs rather than punishes. Use every available communication tool to emphasize why accountability is important: electronic signs, business reviews, one-on-one meetings, e-mails, posters, and more. If, by way of regular communication, you reinforce the changes you want to see, you will drive the value deep into the organization.
5. Don’t promote accountability shirkers.
A sure way to express the importance of accountability at your organization is to connect it to advancement. Promotions and salary increases should be considered only for people who demonstrate accountability as defined by the organization.
When your employees do well, reward and promote them. If they don’t do well, apply consequences and make sure they understand that their performance will limit their success and possible progression. Do not promote employees with problems with accountability, especially if they’ll be moving into a leadership position. If you do, rest assured that employee’s problems with accountability will become other employees’ problems with accountability.
6. Hire accountable people.
Spice up your interviews and weed out the unaccountable by asking key questions during the interview process. Instead of asking a job candidate about her strengths and weaknesses, ask, “If I asked your boss how you demonstrated accountability, what example would he or she give?” Or say, “Share with me a time where you made a big mistake and how you handled it.” If you’re interviewing a candidate for a leadership position, you might say, “Summarize a difficult conversation you had with an employee who had failed to meet a commitment.” Or, “Describe a situation in which you very clearly held others accountable for their performance and it paid off. How did you do it and what was the outcome?”
More and more companies are using skill assessment tools and personality tests to screen potential candidates, so why not add behavior-based questions to screen for accountability? Of course, hiring an employee and then training him to be accountable is possible. But hiring people who are already accountable is a better, less costly option.
7. Monitor your success and make adjustments as needed.
Goals and metrics should be used to guide the business on an ongoing basis, not just at the beginning and end of the year. Use regular business meetings to establish an accountability drumbeat to keep goals and metrics on track so there is a better chance to achieve success. Reviewing goals at the end of the year and hoping for success will likely end in tears.
When left unattended, the negative results that come from a lack of accountability will spread. Will your organization be able to survive that kind of plague? Maybe. Certainly, not all companies meet the fate of the Enrons and Lehman Brothers of the world. But in the end, what will your company look like? Will it be a place where great people want to work? Will it be able to provide great services or products to customers? When you commit to making accountability stick, you improve your chances of becoming a great company.
Make 2014 the year you and your employees dedicate yourselves to accountability.
In 2001, drawing on their respective years of experience in senior global leadership at Motorola, Julie Miller and Brian Bedford joined forces to establish MillerBedford Executive Solutions. MillerBedford helps businesses and organizations improve strategy, culture, and leadership, while addressing issues that limit success.
This is an article contributed to Young Upstarts and published or republished here with permission. All rights of this work belong to the authors named in the article above.