Thrive by Creating an Accountable Culture
Employees who feel a sense of ownership over their work and its results can help bring your organization through tough times.
As we venture into the new decade, the challenges of successfully competing in today’s and tomorrow’s economy continue to mount. Companies have responded by restructuring, downsizing, and experimenting. Regardless of their approach, more and more companies realize the importance of a workforce ready to commit to giving its very best.
In the good old days, accountability was not an issue. People came to work to do their job under the direction of the boss.” Jobs well done were rewarded with a paycheck. People not committed to doing the job up to standard were simply let go. Although the old command-and-control style of leadership had its advantages, the changing values of today’s workforce and the increasing complexity of work demands that leaders create an environment that values and requires innovation and self-responsibility on the part of the employee.
So, how do you create an accountable culture? The following six concepts will help you achieve this goal.
Look to the Top First
Personal responsibility begins at the top. To inspire self-responsibility, you must first demonstrate personal accountability. Take full responsibility for your decisions, follow through on your promises, seek solutions to challenges rather than reacting, and tenaciously pursue your organization’s goals.
Clarify Expectations
If from time to time you are challenged with an, “it’s-not-my-job” response, take time to clarify the difference between the employee’s job description and your expectations. Ask team members to write down areas of work for which they are personally responsible. You may be surprised to find that, in some cases, more than one employee feels accountable for a particular task, while responsibility for other tasks is not claimed by anyone! Review your findings with employees and gain agreement regarding each individual’s areas of accountability.
Stress Performance Standards
Be absolutely clear in your expectations for performance. Review standards regularly throughout the year. Don’t wait until the annual review when it is too late for employees to do anything about it! Performance expectations should be non-negotiable. Your commitment to holding people fully accountable for meeting their performance standards will raise employee levels of commitment and morale because team members know you hold each member of your team equally responsible for meeting his or her expectations.
Provide Needed Resources
You cannot expect people to meet your expectations unless you provide the support they need to successfully accomplish their goals. This may mean providing additional training, tools, or resources. You may also need to allocate additional authority to give employees the power to take action. Limiting employees’ authority will undermine your accountability efforts.
Avoid Micro-Managing
If you follow the first four steps to create accountability, you will have little need to micro-manage. If you mix micro-managing and accountability, we can promise you defeat in your quest to build self-responsibility! When tempted to step in and direct processes, don’t! Allow your employees the freedom to make decisions and live with the consequences. When you demonstrate trust in their competence, they are more likely to rise to your expectations.
Reward Accountability
Organizations achieve what they value and reward. When your employees take initiative to meet performance expectations, take note and respond! Celebrate achievements and let them know their behaviors support your company values! Recognizing successes in initiative and accountability builds employees’ confidence and increases the likelihood they will repeat the behaviors.
As we move further into the new decade, those companies that create a climate where employees feel valued for their commitment to continuous improvement, innovative solutions, and accountability will be companies that not only survive, but stand at the top.
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Filed Under: Leadership, Peter's Blog on March 29th, 2010
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