4 Parts of Accountability

Let’s talk accountability.

It’s come up with a few clients recently, in all its varying parts. To begin troubleshooting, consider what improvements you need to make in each of the four areas. 

1. Expectations - Have expectations been clearly communicated?  

   Things like a clear job description with a specific list of roles and responsibilities, including key metrics they need to deliver on a regular basis. If someone doesn’t clearly understand what’s expected of them, they don’t have a target to aim for. 

2. Training - Do they know how to execute what’s expected of them?

   We can often make assumptions about what people know, because it’s written down somewhere or it was communicated to them once. People have different learning styles, and it takes someone hearing something a minimum of 7 times to commit it to memory. Point…train often and use different methods (classroom, on the job, mentoring, conversations). 

3. Check-ins - What cadence is in place to follow up on what’s expected? 

   Is there a weekly meeting, a daily email, a 1:1 supervision with an agenda they can anticipate? The check-in needs to be two ways, space to regularly report their results, and space for them to get the help they need.

4. Conversations - Do you know how to talk about the gaps in performance?

   Your body language, method of communication, and word choice all play into how someone receives an accountability conversation. If you believe they’re lazy or lying, you’ll bring a judgemental or accusatory tone to the conversation, which naturally makes the other person defensive. 

Have all critical conversations either in person or over the phone so you can control the tone with which it’s delivered, which should be one of curiosity and an objective nature. Have data to present and a clear timeline of what happens after this conversation, so there are no surprises. 

If someone isn’t “doing what they’re supposed to”, try looking into each of these areas. Because you could be contributing to their lack of success. After those are in place, if they’re still not performing, natural consequences may be either moving them to a department better suited to their skill set or parting ways. 

Have a specific situation to discuss? You can click the button below to schedule a call.

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Halle

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