Link to Part 1

Recently, my friend asked me, "How do you really hold someone accountable?"

While I have written about Accountability on a number of occasions, I have never been asked or answered that straightforward question. To begin my answer, I posted some ‘general’ thoughts in ‘Part 1’. Now, I’m posting some ‘specific’ suggestions.

1. Lead by example. As the leader, understand how you hold yourself accountable and ensure you are leading by example before working to improve followers’ accountability.

2. Ensure followers know WHY. Express your views clearly. Tell accountability stories and provide visual cues. For example, U.S. President Harry S. Truman felt accountability was so important he kept a sign on his desk in the Oval Office that read, “The buck stops here”. He wanted his followers to know he accepted ultimate responsibility for decisions…he wanted his followers to really hold themselves accountable.

3. Communicate a “Master Rule”. If you hold accountability very dearly – if accountability is one of the top 5 most important things you want your followers to embrace – then create a “Master Rule” to make your strong view crystal clear. You could, for example, borrow Harry S. Truman’s “The buck stops here”. Clearly, Truman wanted his followers to view that as one of his Master Rules. Tell stories to illustrate WHY you have chosen to have a Master Rule covering accountability.

4. Recruit with accountability in mind. Talk to job candidates about accountability. Share your stories. Ask job candidates if they have stories of accountability etched in their minds.

5. Use job descriptions as accountability tools. Ensure your Role Descriptions signal accountability messages. Role Descriptions should be clear and concise, covering:

• 5-7 Task Areas – with each Task Area described in a short phrase
• 5-7 Goals – one SMART Goal for each Task Area…aligned with department Goals & company Goals
• Communication – deliver formal feedback on performance vis-à-vis Goals, at least twice per year

6. Talk about accountability at every meeting. For example, select one department/company Goal for each meeting and have each follower commit to perform at least 1 specific action and report on that action at the next meeting. Follow up. As this meeting process is initiated, visit followers 1-on-1 in advance of the next meeting and ask about action taken. Explain WHY you completed your specific action items and HOW you will report them at the next meeting.

7. Address violations. Plan how you will address ‘accountability shortfalls’ because your followers will, from time to time, fail to complete actions as agreed. Address shortfalls immediately…help your followers understand you will not ignore accountability shortfalls. Escalate your feedback to 'corrective measures' if followers illustrate repeated ‘accountability shortfalls’.

Consider the above suggestions if you want your followers to really hold themselves accountable.

And, of most importance, hold yourself most accountable as you lead by example.

Link to Part 3

”Our main thinking habit is to analyse situations so that we can recognize standard situations and then apply standard answers.”

Edward de Bono

`The Six Value Medals`, (2005)

As you analyse Situations, do not limit yourself by assuming they are 'standard'...explore and see if there are important nuances that deviate from familiar patterns:

• direct your attention toward the key parts of the Situation [the People, the place, the level of urgency, the 'props', the background noise, etc.]
• compare those parts, looking for similarities - the parts that fit a pattern you recognize
• compare those parts again, looking for differences - the parts that do not fit a pattern you recognize 
• look for the parts that catch and pull at your attention...they can be the most-important aspects of the Situation
• set logic aside and take some time to focus your attention on your gut feel
• use your special insights to fully appreciate the value contained in the situation/circumstances

Strive to identify Situations that contain special circumstances…special circumstances that serve as catalysts for your unique talents and gifts. Be confident in your ability to either rise above problems and grasp hold of opportunities. Be confident in your ability to customize your exceptional contributions in reaction to the signals you [alone] receive as you analyse Situations.

And always remember…

”Nothing splendid has ever been achieved except by those who dared believe that something inside them was superior to circumstance.”

Bruce Barton 

American Author & Politician (1886-1967)

Footnote:  

”Circumstances - what are circumstances? I make circumstances.” Napoleon Bonaparte

If you've had it with Negativity - Step Away from it & Step Up to a better place.

Negativity - yours and your tolerance for others - it's your choice.

Yes - we all have bad days and, from time to time, most of us take our bad-day frustrations out on other people. We all find ourselves in bad moods. Most of us, from time to time, feel the need to complain about everything from the weather to our next-door neighbour. These things happen because we have developed the habit of wanting things 'our way' and the habit of being discontented when things don't happen 'our way'.

Most of us want control...control of situations, control of other people, and self-control.

Isn’t it interesting that, often, we crave the ability to control others while, at the same time, we set aside increasing our self-control?

It seems to me improving self-control does more to expand our ability to influence other people positively than any other strategy.