Help Employees Step Up to the Plate and Transform Your Business!
Help Employees Step Up to the Plate and Transform Your Business!
Help Employees Step Up to the Plate and Transform Your Business!
A culture of accountability sets up a game worth playing, makes work more fun and puts more time in your day!
By Vicki Suiter
Over the past twenty years, one of the most common complaints I've heard from business owners is: "People don't do what they say they're going to do!" Or, "My staff is completely dependent on me to get their jobs done." The problem? Lack of clear accountability!
The role your business environment or "culture" plays in getting things done is as important as the methods you use. When you have a "culture" of accountability, your business environment places value on accountability; employees step up to the plate and take ownership. Imagine having more time for the important things in your business and having more fun! This is what creating a culture of accountability can give you.
Here are the keys for building a culture of accountability in your company:
Key 1- Align staff on a common purpose and motivate them to take actions consistent with that purpose. Be clear about each staff person's roles and responsibilities so everyone knows when they are winning the game. A business is often compared to a game or sport. In both, there a clearly defined goal you are working toward in a synergistic way. The business owner or manager leads the culture of accountability and calls the plays, and the players execute them.
Written job descriptions outline the players' roles in the game, the specific results for which they are accountable and how to win the game. (For a white paper about writing job descriptions, send Vicki an email at vicki@suiterfinancial.com )
Make the job description specific and measurable about conditions of fulfillment. Include clear objectives and results that can be measured. The more measurable the description is, the clearer and easier it will be for you and your employee to know if performance is on track.
Ask your staff to provide input in writing the job description. This creates buy-in, which is essential for creating a great team. When you and your employee have agreed on the job descriptions, both of you should sign it.
Every job description should have three to five key areas of critical focus that drive the success of that position. The key areas of performance are clear and transparent to the manager and the employee. Depending on the position, results can be tracked weekly or monthly.
Key 2 - Manage to objectives by being clear, direct and assertive, rather than confrontational or aggressive.
Once you have agreement from staff on specific responsibilities, the job description dictates the terms of fulfillment, not you.
You don't have to be the "bad guy." When you focus on "playing the game" based on the agreements in the job description you both created, your job gets easier. You're the manager, not the task master.
The more objective you can be about what is and is not working, the easier it will be for employees to listen to your feedback. Anger in a conversation puts people on the defensive. If you or the employee is emotionally charged, a "cooling" off period is needed before discussing performance.
Key 3 - Honest and frank conversations with people build trust and good long-term relationships. People naturally want to do a good job. They want feedback when they are and when they are not doing a good job.
If someone is not getting their job done satisfactorily, address it with them. This builds credibility and accountability in the business environment.
When you are honest and direct with people about the facts, they are more likely to respect you as a leader.
Key 4 - Implement the tactics for building a culture of accountability that successful companies have used to transform their businesses! Create a system to manage results with staff on a weekly basis. Track specific results using their job description and any promises made at meetings.
Hold people accountable for the agreements they make; this includes holding yourself accountable. Often, the biggest problem with lack of accountability in an organization originates at the top with an owner or manager who breaks agreements: being late to meetings, cancelling meetings, or simply saying they will do something and then not doing it. This erodes credibility and lowers the bar for how people will behave.
Keep minutes for every meeting. Track each action, who is accountable and when it will be accomplished. Re-visit those agreements at the start of the next meeting.
Don't abdicate; delegate and manage. This sets up everyone to win. If employees wanted to be their own bosses, they would be.
Provide honest and direct feedback on what is working, what is not working, and what needs to be different. You will feel better, and people will respect you more for it.
Key 5 Hold accountability as a core value and communicate it to others. Organizations that practice direct and honest feedback build stronger managers and leaders.
Companies where employees hold each another accountable for their actions and agreements build cultures of trust and respect.
People who act in an accountable way treat each other and customers with more respect and turn customers into raving fans.
Business owners who learn how to build a culture of accountability don't have to "micromanage" their businesses. In fact, they can be away from the business more, and things continue to function well without them.
A GOLDEN KEY ALWAYS acknowledge and celebrate successes!!!
Building a culture of accountability is the key for creating an organization that is sustainably successful! When you change the rules with employees, as with children, they will test you to see if you are serious. Be willing to hang in there until it simply becomes the way you do business. Changing a culture requires consistent, persistent and committed action.
One of the best books I've read that speaks to the topic of building a culture of accountability is Good to Great by Jim Collins. A must-read for any business owner or manager who is interested in building sustainable success!
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