The issue of unsatisfactory accountability seems pervasive across commerce industry and government.
I heard a mine manager of a significant mine tell his direct reports, general managers of divisions, “I’m holding you accountable for the delivery of these actions”.
The problem was he said it at the end of each of the five consecutive meetings I attended.
The last four meetings referred to the actions agreed upon in the first meeting. The only person who complied was the general manager I was coaching.
The mine manager had resisted coaching, saying his direct reports needed it first.
After the fifth meeting, which had a tense and defensive atmosphere, I approached the mine manager and asked how he felt about accountability. He looked at me and said “OK, let’s talk.”
I asked him what specific agreement he had made with each of his direct reports regarding accountability. He thought for a moment and said “Actually nothing specifically, I just expect it of them at their level.”
I asked “Is an expectation, even if clearly expressed, an agreement?” He shook his head, shrugged and said “No, I guess not.”
I asked him “Isn’t an agreement a contractual obligation, even if not in writing?” He answered “Yes, more so if it’s in writing”.
I asked “Do well designed contracts have the consequences of breaches clearly defined and described?” He nodded and said “Yes I can see where you are going with this.”
I asked “OK, what sort of consequences are sensible, reasonable and effective for these people at this level?” He said “I’d like to think about that.”
I asked “Would it be OK if after you’ve considered it that we discuss it with a view of ensuring you’re fully supported with full buy-in from your direct reports?” He said “Yes, though I suspect that will be difficult.”
I responded “Not if you hold yourself to the same agreement”.
He went silent, then nodded and stuck his hand out – “Let’s do this, see you next week.”
Within the next three weeks he had individually signed agreements with each of his direct reports where accountabilities with a range of consequences ranging from acknowledgement and recognition for great work to termination for values breaches.
The mine manager was as accountable for the delivery of the consequences, plus his other accountabilities, as were his direct reports.
The meeting I attended immediately post the signing of the agreements, all accountabilities were met. The mood was different, lighter and prouder.
What’s been your experience in achieving accountability with others?
