Accountability In Your Team
Holding our people accountable is one of the basics of being a leader. They flounder, deadlines pass unheeded, things get missed, work is not completed to a satisfactory standard. Why is that? People are not trying to fail in their jobs, but they do let the team down with their poor performance and lack of accountability. What can we do about it?
As the leader we have to start with ourselves. The most crucial resource we have is our time and how we choose to use it. If we are poor time managers then we apply unnecessary stress to our own lives and those of our colleagues. We show up with unreasonable turn around times for work, because we were not properly organized. We become very stressed and that spreads like an epidemic across the team. Our stress immediately impacts our mood control and our mood can lighten or darken the workplace within seconds.
We are time poor because we haven't done a good enough job on defining our priorities. We are also rushing around because we are doing too much. The reason we are so busy is because we are unable to delegate our work properly. We tried it once, there were errors, problems, rework and we decided, "it is faster if I do it myself". This is false economy, because we can't do everything by ourselves. We need to gain leverage from accessing the full power of the team. Delegation is also an important driver of career development for our successors. By giving them some of our tasks, we can start to groom them for higher things.
The reason why we think delegation doesn't work is because we have been doing it the wrong way. Done correctly, it can help us to use our time for those tasks that only we can perform. One of them is coaching our people. Leaders imagine they are coaching their people, but in reality they are just handing out orders. The accountability of the team is closely linked to the amount of time and energy we invest in coaching them.
We want higher outcomes, which means we either do something new or something old, but in a slightly new way. That means change and people resist change. They resist it because they don't want to step outside their Comfort Zones. If we want them to step up we have to coach them, delegate to them and hold them accountable for the results.
When we have time, we are in a strong position to monitor progress and check on milestones. Unpleasant surprises are never greeted well by the organization’s hierarchy and we don't want to be the bearer of bad news because one of our team missed a deadline or a quality standard or compliance with a regulation.
Delegation is not dumping work on people. It is taking the time to explain the Why, the What and the How. It is having them take ownership and having them see this as a stepping stone to bigger things. In this way, the sense of ownership of the task and therefore the accountability is strong. It means coaching them on the way through to completion of the task so that there are only pluses and no minuses.
So if we want accountability in our team we start with ourselves. If we have time control we can better lead and we can have the time to better communicate with our team. We are able to walk our talk because we are in control and can deliver what we say we will do. This is how people judge whether we are trustworthy or not. If we want people to deliver we have to deliver for them. That means giving them a chance to grow in their careers, supporting them through coaching and being consistent in our mood, behavior and interactions. We are able to do this because we are not stressed through poor time control and trying to do too much by ourselves. We need to change. We need to create new, better habits and become better leaders.
Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com
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About The Author
Dr. Greg Story: President, Dale Carnegie Training Japan
In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.
A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcast “THE Leadership Japan Series”, he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.
Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.
