“I am holding you accountable for this to be done on time and as agreed, OK?” said the general manager to her direct report. “Sure” was the reply.
At the due date and time the direct report said “I’m sorry but there were too many other interruptions that were of immediate priority. I’ll have it completed in three days.”
The general manager, thought about it and said “OK, but make sure it’s done. I’m holding you accountable.” The direct report responded “Sure”. Guess what happened after the next three days?
Does this sound familiar?
Merely saying that you are holding someone to account, seldom works.
For accountability to work on each occasion, the following agreements need to be made:
- What has to be achieved and at what quality.
- By when it has to be completed.
- What and when reports are to be made about progress or delays.
- What will be the consequences for a breach of agreement regarding any of the above, and where the primary consequence sought is acknowledgement and recognition for having done great work.
- Depending upon how crucial the work is, the consequences for failure to deliver should also be agreed.
- The leader must act upon the agreed consequences.
Failures in accountability are always the responsibility of the leader, who in most cases simply doesn’t know how to create the accountability/consequences agreement.
Another failure is the leader’s neglect to acknowledge and recognise great work.
The consequences almost always result in diminished engagement, performance and productivity.
Where do you sit on that continuum?
