Accountability is at the heart of every well-managed organization.\u00a0 It is essential to implementing plans, installing changes, or rolling out new ideas.\u00a0 Without it, things become chaotic . . . deadlines are missed or ignored, and results are below expectations.\u00a0 If accountability is an issue for your organization, if you don\u2019t have a good system in place to hold everyone accountable for what they\u2019re charged to do, please read below.<\/p>\n
Accountability, if it\u2019s to be harnessed well, needs to be in your corporate culture, in your company\u2019s DNA.\u00a0 Everyone in your organization needs to embrace the notion that around here, we honor our commitments . . . our word is our bond.\u00a0 When any one of us says we\u2019re going to do something, we\u2019re going to do it.\u00a0 We\u2019re going to do it on time and we\u2019re going to do it according to expectations.\u00a0 Every time.\u00a0 And it needs to be pervasive throughout the organization and beyond.\u00a0 Honoring our commitments is an absolute whether it\u2019s a commitment a subordinate makes to a superior, a superior to a subordinate, commitments from one employee to another, commitments to customers, or commitments to vendors.<\/p>\n
Accountability is not a naturally-occurring phenomenon.\u00a0 So if you want it in your culture, you\u2019re going to have to put it there and nurture it.\u00a0 How?\u00a0 It starts with you and other leaders in your organization.\u00a0 You have to model the behavior you want.\u00a0 You have to talk about it with everyone.\u00a0 You should congratulate people when they exhibit the behavior you want and confront them when they fall short.\u00a0 When you bring on a new employee, explain how we feel about accountability and commitments around here.<\/p>\n
This accountability stuff can work pretty well throughout your organization except for the guy at the very top (that would be you).\u00a0 Who holds you accountable?\u00a0 Who holds your feet to the fire to honor your commitments?\u00a0 Yet it\u2019s essential for you to set the example.\u00a0 After all, if the boss doesn\u2019t honor his or her commitments, why should anyone else?\u00a0 The best way to do it, if you\u2019re disciplined enough, is to be very public about your commitments and just as public with your outcomes.\u00a0 Give your direct reports permission to hold you accountable.\u00a0 When you stub your toe from time to time, acknowledge it, don\u2019t hide it or make excuses.\u00a0 Or, if you don\u2019t like that approach, find a trusted advisor outside of your organization who will hold you accountable to achieve the goals you set for yourself.\u00a0 Either way, you must build accountability for yourself into the system.<\/p>\n
Obviously, this all takes some effort, but the payoff makes it more than worthwhile.\u00a0 It\u2019s great for job satisfaction.\u00a0 After all, wouldn\u2019t you want to work at a place where promises made are promises kept?\u00a0 It also frees your high achievers to do even more, and ultimately, causes your low performers to self-select out.\u00a0 And best of all, implementation of plans, goals, and new ideas becomes more effective, efficient, and predictable.\u00a0 Not a bad payoff, if you ask me.<\/p>\n
If accountability will be sort of a new concept at your place and you\u2019re not sure where to start building it into your organization, call me.\u00a0 We should talk.<\/p>\n","protected":false},"excerpt":{"rendered":"
Accountability is at the heart of every well-managed organization.\u00a0 It is essential to implementing plans, installing changes, or rolling out new ideas.\u00a0 Without it, things become chaotic . . . deadlines are missed or ignored, and results are below expectations.\u00a0 If accountability is an issue for your organization, if you don\u2019t have a good system<\/p>\n