Last week a friend introduced me to a manager, saying, “This guy is talking about accountability, so I thought I would introduce him to you. The manager – let’s call him Steve – told me a little about his group and how they were preparing to expand it by adding 7 more people.
“I’m looking for people who know how to work with systems and have some financial background. But most of all, I am looking for people who are accountable.”
Uh Oh. I was glad he kept talking, because my brain was spinning with an attempt to think of something useful to say, without offending him. What I wanted to say is, “That’s ridiculous. People are not accountable. Accountability is not a personality characteristic. And it sounds like you don’t understand the job of management.” Fortunately, I kept my mouth shut until I found another option.
Accountability is an agreement – and a relationship – between a manager and an employee, or even a manager and a group. A manager, for example, has a dialogue and performance conversations with one or more team members about three things:
- To clarify What needs to be done and What results need to be produced, What resources need to be obtained from others, and What deliverables (products, services, and communications) need to be provided to others;
- Identify those “others” – Who, exactly are they? And,
- Specify When each of those results and deliverables need to happen.
Then all you have to do is make sure that everyone is on board – by establishing agreements to perform these results and timelines, with clear responsibilities for each result, including Who will manage each relationship with those “others” who part of the project or program. Oh – and update the status of the agreements at regular meetings. Try it for two or three months and watch your team’s performance measures shift gears.
I finally found something say that Steve might find useful. I told him that, sadly, people don’t come equipped with accountability as a part of their DNA, or even their education.
“Accountability is between people, not inside them,” I said. “But with a few conversations you can set up the communication structure and schedule that will establish accountability between you and keep it going for as long as you choose.” I told him about setting performance conversations for good agreements – discussing What needs to happen? Who is the team member responsible and Who else is involved? And When should results happen?
Steve began to look more relaxed, with just a hint of a smile. He said, “I’m going to test that idea on my current team starting this week. I suspect it will improve our performance. I’ll let you know if it works – and if it does, I’m buying you lunch.”
I figure the phone might ring in the next 4-6 weeks.