Accountability—the very mention conjures up feelings and thoughts of stress, being under a microscope or being micro-managed. Accountability is imperative to running any organization. Whether it is a business, a household or a team—everyone needs to be accountable. So where does it begin?
It is very interesting that when “crunch time” comes and slips or goes sideways, invariably the proverbial blame finger points outward, rarely inward. When was the last time you took and introspective view of a problem or situation and asked, “What could I have done to make that situation run smoother or better?” Point being, start with you first.
As managers, parents and coaches, we need to instill a great sense of accountability with our staff, children and players, and most importantly when they see that we have set the bar as high for ourselves, we expect that of others and we hold ourselves accountable, we then gain the respect, admiration and dedication we need as leaders.
In order to make accountability less of a negative, consider these points, and hone and develop excellent skills. These will lay a solid foundation for positive growth on many levels.
Set expectations and be clear. In any given situation it is so important to have clear goals and expectations—on both sides. You have expectations and so does the other person. As a sales manager, if your expectations are that the salespeople fill out call reports, explain and demonstrate in detail how and why you need these, what you are looking for and how these will benefit all parties to grow sales. Write your expectations down and go over each point, do not move forward until everyone is clear and has signed off on it. Sure, it is more work but it is so worth it in the long term.
Have all of the facts and avoid accusations. Before firing off any accusations, take the time to gather all of the facts. This is critical. When an issue arises, investigate it thoroughly and have all of the facts before making a determination on next steps. Years ago there was a salesperson who was berating a supplier and at first blush, it appeared the supplier had indeed dropped the ball. I took the time to gather all of the paperwork, made the appropriate calls to ensure I had all of the information only to find that the salesperson failed to do their job on nearly eight of the 10 steps needed to ensure a successful transition of the order. The supplier was proven right, and we ate the order. If our expectations are that we are going to be strategic partners with our suppliers and we hold them accountable, then we should hold ourselves accountable too.
Be timely. Nothing could be worse than bringing up something that happened weeks ago and trying to sort through it. Address all issues in a timely manner, taking into consideration the other 11 points listed herein. A timely handling of issues shows that you are on top of what’s going on, and interested in addressing things and moving forward. Issues that lag create stress for everyone concerned but swift, positive action creates a sense of urgency for the organization.
Show kindness and consideration (The Golden Rule). How would you like to be treated? At times we lose sight of this, some managers feel a need to be very stern all of the time. Being this way oftentimes leads to individuals on your team finding you arrogant and unapproachable. This is not to say when a serious issue arises that you are not firm and direct, but just think hard before you react, frustration oftentimes leads us to do and say things we would not have said if the situation weren’t so tense. Pause before you coach.
Be consistent—equality counts. Not every situation deems a harsh reprimand, however, sometimes it does. The point of consistency is so important in family-owned businesses where there also employees outside of the family employees. I have seen organizations that have this situation, and sometimes the owner is very hard on family members and easier on outsiders and visa-versa. Balance and consistency are so important and showing favoritism creates dissension and animosity—two things you do not need in any organization or team.
Show discretion and coach privately. Nothing will be more demoralizing to a team or staff member than to be publicly chastised. Give yourself a few moments to think about the situation. Then take the person aside and have the discussion. It shows respect for the other person, and you will gain so much respect and gratitude in return even if the discussion is tough.
Be gracious. Commend as you would for good work and habits. Along the way, give praise for a job well-done. A short notes, quick email or public affirmation of a job well-done more times than not is better than a $50 bonus. People like to be appreciated for their efforts. Make sure you do your part to acknowledge good work habits. By doing this, it is easier when you find the need to discuss more complex issues that may arise.
Have balance. Don’t always be negative. Piggy-backing on the last point—when you find the need to discuss a problem, infuse and acknowledge the good work habits and behavior. This way, your expectations are reinforced, and the individual will hopefully make the connection and see where they fell down. Infusing the positive always will prove beneficial.
Be communicative–key No. 1. The way you speak with people indeed sets the tone. Communication is not just how you verbalize your thoughts and comments. It’s also your look, tone, gestures and body language. If you begin to share your concerns with someone and you look away or engage in work while speaking, then there is a significant disconnect. When you need to discuss something, clear your plate and mind, be totally focused on the situation at hand and deal with it head on. By being totally engaged on all levels of communication, you will ensure a clear solution to the problem or situation.
Be approachable and open to all possibilities. Do you sit in your “ivory tower” or do you have a true open-door policy? Does your team, staff, children or spouse find you approachable? The true sign of a good leader is one that is open and approachable. Fact is these folks are looking to you for direction and guidance. Nothing is more frustrating than to work with someone in authority that is close-minded and a hermit. Get out among your people—be involved, let them see your presence. This will instill confidence in them that you are engaged in their growth and well-being.
Be coachable. You’re never too old to learn. When my children became really active in sports in high school and college, they both asked, “Dad, what should be the thing to remember if I want to excel at sports?” I remember telling them there are two things to remember: “Be eligible and secondly, be coachable.” In other words, academics come first, otherwise no college in the country is going to want you. No coach or university wants someone who can’t read and write but can shoot a lacrosse ball. Then, by all means, be coachable. Listen, ask questions be inquisitive and go beyond the basics. No matter how long you’ve played the game, you can always learn something. Side Note: Isn’t it amazing how life-lessons can be learned from sports and activities outside of academics? It is important to see how everything has a purpose.
Be passionate. Lastly, be passionate about what you do, every aspect of what you do. Loving what you do is great but passion is infectious. Let everyone in your family, business, organization or team, see the passion in you. This quality goes viral quickly and makes for great progress.
Taking these qualities and melding them together makes good organizations great. Whether it is a family, a business or a lacrosse team, accountability goes a long way, but always remember accountability begins with you. Be introspective and willing to say, “How can I improve?” Imagine if each of us did this, what a better world it would be.
