subject: Company Accountability: It's Harder Than You Think [print this page] Its not my faultIts not my fault. Its not my responsibility. If these phrases are commonly heard in your organization, youve got a problem. Accountability is more than a word you throw around to sound credible. Rogue management consultant, Steve Smolinsky, from Benari Ltd, believes its crucial to the optimal functioning of your organization. Its one of the main things lacking in most companies, he states. Everything that happens in a company needs to have someone whos responsible for it. And it can only be one person. That way you know whose butt youre going to kick or who to praise when something happens. Being accountable doesnt mean you have to do the task this is a common misunderstanding. Its about ensuring someone is on the hook for getting every task done. An organization cant function at an optimum level unless theres clarity about this.
JF: How do you make this happen?
Create an accountability chart. Companies generally have organization charts with titles and so forth but they also need an accountability chart. Work out what accountabilities are required to accomplish work that needs to be done in your organization, develop the key roles, responsibilities, skills and abilities needed to perform these roles, and then get the right people in these positions.
In many companies, the responsibilities involved in performing a job happen by default rather than design. People sort of do stuff and jobs grow and people end up doing weird things and lots of stuff falls through the cracks. When you sit down with a blank piece of paper and think about what responsibilities a job should have, you wind up with something different. Ive never seen an organization go through this process and wind up with their existing chart.
JF: Is this a difficult process?
Yes. It takes a lot of thought and effort and some screaming and yelling. Sometimes theres even a bit of crying and stomping out of the room. In some cases, people realize they dont fit and if they dont fit, what are they going to do? Its really tough because at the end of the day, it means people leave or you have to fire them and then you have to find the right people. Its hard. And its about having tough standards and expectations that are crystal clear and measureable. Its about kicking the butts of the people who need it while praising and rewarding those who deserve it.
JF: It sounds a bit brutal.
It can be. I tell clients to use the three strikes rule. New people take time to learn how things are done. Others need support and training. If theres an error, sit down and explain what they have to do to fix the situation and revisit it in thirty days. If they still dont get it, explain again and give them a second chance. If they still dont meet expectations, theyve got to go maybe not out of the company but into another role. Youve got to let people go. Its not only the best thing for the company, its the best thing for the person because if they cant make it, youre not helping them by pretending they can be successful. Usually everyone else in the company knows who shouldnt be there because if someone isnt doing their job, someone else has to pick up their work. They make other peoples work harder.
JF: How often should a company go through this process?
Continually. Companies are constantly changing and creating new products. And, by the way, you dont just think about today, you do it for the future. What are we going to need a year from now, 2 years from now, 10 years from now? You need to be forward thinking and do things that will prepare you for where you are going.
JF: What about small organizations that require people to do jobs beyond their skill set?
This process is most critical in small organizations. The leadership team has to sit down and work out what accountabilities the company needs now and a year from now. When they figure out the roles and responsibilities and how things flow, then it goes back to, what people do we need, who do we have, then you find the gaps. It might mean hiring a new person. In small companies where everyone does everything, if someone isnt competent and on board it hurts the company. But accountability isnt personal. Its about being able to do a job. The job isnt the person. Were talking about skills and abilities and knowledge and expertise.
Its more difficult with family businesses. You need to have an honest talk about which family member shouldnt be in the business because everyone has different abilities, knowledge and expertise. You cant protect those who are less skilled. Its not like everyone doesnt know the weak link. If you know theyre incompetent, send them home because theyre too disruptive to keep in the company. Its more effective to pay them to not come to work.
JF: What about the executive that says I dont have time for this?
I tell them this will save you time down the track. If youve got the right measurements for things and the right people in the right seats, everything will function more effectively. Its painful - really painful because you tear down the organization and rebuild it. And its hard when the founding person is still around because they are protective about what theyve built. With this process, its not an attack on them. Its about taking the company to the next level. Operationally, everything gets better.
