Hold people accountable without being a jerk - 5 action steps

Accountability is challenging, as you know.

You want to hold people accountable for meeting performance and behavioral standards but don’t want to come across as a jerk.

Here are five action steps to help you do that.

1. Clarify your expectations.

I found that the fault was usually mine whenever one of my subordinates did not meet my expectations.

I did not set clear expectations. My subordinates did what they thought I wanted, but their mind-reading abilities were limited.

I learned to look in the mirror first when my expectations weren’t met.

Clarify your performance expectations using What + So That + When.

What: the task or requirement.

So That: the outcomes or results you expect.

When: the due date.

Let your subordinates figure out how they are going to get the intended results on time.

Adding “so that” forces you to communicate the intended result precisely.

Use this approach with every task, and you will find that people get the outcomes you want on time.

Clarify your behavioral expectations using What + So That + Examples.

Nearly every organization has it’s core values listed, defined, and posted on the walls.

They fail to specify what right looks like, though, so you have a tough time holding people accountable for values.

This problem creates cynicism as people perceive a say-do disconnect.

When you have made your behavioral expectations obvious, contrary behavior stands out more sharply and is much easier to address.

There is a direct correlation between expectations and results.

2. Get a back-brief.

After you provide the “What + So That + When,” have your subordinates relay that back to you in their own words so that both parties know that you have a mutual understanding. [see the so that at work :0)]

Next, have them provide a brief sketch of how they will go about doing the task to get the desired results on time so that you know their game-plan is heading in the right direction.

This step gives you both the opportunity to check for Task – Result mismatches and provide any additional guidance and coaching.

Having your subordinates develop the how-tos gives them greater ownership and buy-in so that you are more likely to get high levels of engagement and great outcomes.

3. Set the right example.

Accountability works when you apply the expectations equally to everyone.

Accountability starts with you.

When you hold yourself accountable to meet performance and behavioral expectations, everyone will accept being held to the same standards.

4. Don’t play favorites.

Rules are arbitrary if they apply to some people and not others.

Going back to point #1, when the expectations are clear, you reduce the fogginess.

You can have objective conversations about accountability rather than emotional ones.

5. Follow-thru consistently.

With such clear expectations, you can more easily get to the root of problems.

Did someone fail to perform the task? Determine what circumstances led to that shortfall.

Did the task not achieve the intended results? You can determine if the shortcoming was poor performance or if you have a task – outcome mismatch.