Managing expectations and driving accountability is a big challenge for leaders and managers. The win-win agreement process makes managing employees and having people accountable so much easier.
Yearly Archives: 2017
Drive Better Employee Accountability with This Method
Employee accountability is essential for organizational and team success. When someone drops the ball the repercussions can be serious. So, it is imperative to have good employee accountability on the most crucial tasks and responsibilities.
Share a problem, ask for help
Employees are expected to be accountable for completing their everyday tasks well and on time. If there is an accountability problem in this context, it needs to be explored to find the cause of the problem and then use this method to forge an agreement and follow-up plan.
It may be difficult to hold people accountable to tasks or responsibilities that are not routine. In most organizations, things are changing often and fast. Change brings problems and challenges. The idea here is to get employees to help you as a leader participate in solving problems that you are facing but that they may not even know about.
Hold a meeting with an employee and share your problem or project. Explain why the problem or project is important and how it affects the organization or department. Ask what they think they can do in the context of their work that will help you in solving the problem. Discuss until you can agree on the actions the employee can take. You can also define it as a goal or objective and list some action steps.
Write it down
Summarize the goal or objective and action steps in writing so that the expectations are clear. Putting commitments in writing creates a stronger agreement. Make sure you also discuss any support or resources you need to provide the employee and write that down too. Accountability is both ways.
Follow-up
Follow-up coaching sessions are imperative for this approach to work as this is where the accountability factor really kicks in. Without follow-up on the commitments, the problem can become wishful thinking. When there is a follow-up meeting date on the calendar, it becomes more serious as no one wants to see themselves as failing to keep their commitments.
When conducting the follow-up session, have the employee report on their progress. Ask them how satisfied they are with their progress and if you agree give positive feedback. Recognize their efforts if warranted. If you feel they are falling short of the expectations, say so and explain why. Keep the conversation constructive so they stay motivated. Ask what they can do to improve results over the next period. Schedule the next follow-up session.
Excuses
People may come up with reasons or even excuses as to why they could not act. Employees need to learn to solve their own problems and not wait until the meeting to tell you about them. Part of the coaching meeting in this case would be to bring the person back to their commitment and help them to come up with solutions to their problems.
Repetition
Keep the process of meetings going and as you reach one goal or improvement, find another project to work on to involve the employee outside of their routine. This will help you as a leader keep employees engaged and accountable and help you to solve new problems and challenges before they become threat.
Employee Engagement Interview with David Zinger of the Employee Engagement Network
In this interview with David Zinger we discuss the topic of employee engagement in the workplace. David speaks about the difference between an employee’s engagement with their work versus engagement with the company. As an expert on employee engagement and with a passion to make a difference, David continues to explore the topic and bring his message on how to improve employee engagement to many top companies in Canada and now internationally. David is an author of six books and a sought after speaker on employee engagement.
David Zinger
Do This to Become a Better Leader and Coach for your Employees
Becoming a better leader and coach for your employees will make managing easier, less stressful and more profitable. This means asking employees what they can do to help and contribute rather than telling them what to do. This might be a transformation in your leadership style.
In my recent interview with Valerio Pascotto we discussed what holds leaders back from taking a coaching style of leadership approach. Below is the interview video with Valerio and here is link to the article we discussed. He mentioned that what holds leaders back from becoming a coach rather than a director is habit. To change a habit, you need to focus on a new behaviour and do that repeatedly for 30 days.
Valerio mentioned that if you find yourself procrastinating on the action that will create the new habit, you need to break that action down even further. And if you still are not acting you might need to question how much value you place on the outcome.
After my interview with Valerio I had a coaching session with the client. During our discussion, I asked what his main concern was right now in his area of responsibility. He told me what it was and I suggested that he meet with each of his managers and share his concern. I suggested he ask them what they can do to help him with his problem. This can turn into a goal that he could use to conduct regular follow-up coaching sessions.
Share a Problem or Concern
Rallying people around a key concern or project could really boost teamwork, increase engagement and empowerment, and have people feel that they are making a difference.
I suggest you do the same with one of your direct reports with whom you already have a comfortable relationship. Think of a major project or concern that you need help with. Meet with the employee and share the project or problem you are working on and why it is important, how resolving it or improving the situation will affect the company and you personally.
This is the fourth principle from the book Zapp! the Lightning of Empowerment, which I have referred to in previous videos and articles. The principal is “Ask for Help and Encourage Involvement”.
You may find it difficult to do this especially if you have been used to telling people what you want them to do. How do you shift so suddenly to a coaching style and asked people questions and ideas to help you with the concern or problem?
Valerio suggest that you take an easy step by simulating a coaching conversation with a colleague or a coach to practice the approach. This will help ease your nerves and eliminate the fear taking the wrong approach. Once you improve your comfort level, you can then have the coaching session with the employee.
Try this out and give me feedback in the comments section. Good luck with becoming a better coach leader.