Many people are disappointed to discover that not everyone actually does what they promise. Several students recently argued for the “personality theory” of accountability, saying that some people are just accountable by nature, and others are not.
If you want people around you to be more accountable around you, how do you make that happen? Let’s assume that the other person clearly understands what is expected from them – they know what the task is and what the result should look like. If that’s true, then all it takes is some productive communication.
First conversation: Your request, their assignment. “Dave, will you have the monthly Team Report ready before our Friday morning meeting with the VPs?”
- If the answer is yes, you have created an agreement for something – a product, service, or communication – to be done or delivered, by a specific time and for a specific purpose.
- If the answer is no, you have a debrief conversation: “What is in the way for you to get that done?” This is where you listen, perhaps come up with a Plan B, and maybe getting some help for Dave or assigning it to someone else.
- If the answer is a counter-offer, like they can’t get it done before the Friday meeting, you either accept the new timeline or you go to a Plan B, maybe changing the agenda for the meeting.
Second conversation: Confirm the agreement. This is important, but doesn’t have to be strict or formal. All you want is to make sure they know that you are counting on them to honor their word. “Great, Dave. So you’ll get what you need from Shirley and have that on my desk no later than 8:15 Friday morning?” (This is where Dave at least needs to nod his head.)
Third conversation: Complete the agreement, whatever happens.
- If Dave delivered, a thank-you and a little appreciation is in order. “Good for you, Dave. I was able to get the VPs updated at the Friday meeting because you delivered the Team Report. Thanks for that.”
- If Dave didn’t deliver, you need to set up the full Closure Conversation. “Uh oh, Dave. I was caught short in the meeting without the report you said you would give me. We need to talk. In a nutshell, we need to look at what happened and how to make sure that never happens again. Are you available to talk now, or should I come back later today?”
Accountability is about keeping track of what you promise others and what they promise you. But that’s only the first half of it. You also have to follow up after the success or failure of delivery on every promise.
One manager, an MBA student, said, “I shouldn’t have to do that follow-up stuff. They should keep their word.” The professor, an older man and a close friend of mine (J) said, “Yes, and I should have more hair. As a manager, you can drop the word “should” from your vocabulary. It won’t help you.”
If you want more accountability, there are 3 conversations to have. It doesn’t take too long for people to get the idea that making an agreement with you is something that deserves their full attention. And that is a good thing.