I observed a monthly meeting of a senior leadership team. Present were the CEO and COO and their 8 direct reports – all general managers.
When it came time to report on deliverables, the bulk of the reports explained why their objectives hadn’t yet been met.
As the last excuse was delivered the CEO shot me a glance.
Clearly suppressing his anger, he addressed everyone “I’m holding you accountable for these objectives to be achieved on time. This is the second time we’ve had this response; we are now three months behind. They must be complete by the next meeting; do you agree?”
Everyone was looking down at their papers, nodding.
“OK” he said “You are accountable for having the results in by next time we meet.”
Again they nodded.
The CEO breathed out, stood up and said “Right, let’s get on with it then.” They followed him out, quickly and quietly dispersing to their offices.
“Let’s get out of here, I need a coffee” the CEO said to me.
As we walked to the nearby Dome café, the CEO expressed his frustration.
“I just can’t get them to deliver on time. The board’s holding me accountable and I’ll be dammed if I’m going to wear their incompetence.”
I nodded and let him vent.
Once we’d sat down and were sipping the coffee, I asked “Do you have a thorough and consistent process for accountability?”
Silence was the response.
I continued “Do you have a thorough and consistent process for delegation?”
Silence, no eye contact, then his head shook ever so slightly.
“OK, give it to me” the CEO said. “What’s the go?”
I said “If the board holds you accountable then you can’t pass that on.
You remain the accountable one, as you’ve said.
When you delegate, aren’t you delegating the responsibility and authority to act? Not accountability?
And shouldn’t they also have absolute clarity, capability, resources, measurement and clear agreed consequences?
If any of those elements are missing, then the odds of achievement decrease, don’t they?
What might be missing here?”
“Hmm” said the CEO “I’m not sure actually, though I get what you’re saying and I will rectify this immediately”
Don’t judge that CEO too harshly.
These skills and practices aren’t natural yet in our global workforce culture.
Though they are easily learnable and there are nuances needed.
For instance, the desired primary consequence is acknowledgement and recognition of a job well done.
Too many of us think of consequences only in a negative light.
Right now, more than ever, we need everybody to have absolute clarity about the objective; the capability; the
resources and constraints; measuring of outcomes and clear agreed consequences.
Those consequences must be fully executed, especially acknowledgement and recognition of great work.
Otherwise we have disengagement and non-delivery. We’ll get “I don’t believe you” or “It doesn’t really matter.”
What do you think?
