Leadership through accountability: the 5 essential elements

So many workplace issues—from job performance and employee engagement to business results, customer loyalty, and profitability—could easily be solved if more managers committed to holding themselves and their team accountable. Accountability to some seems to be a dirty word that leads to low worker morale. Some see it as a form of workplace bullying, but nothing could be further from the truth.

The word responsibility it is often inaccurately defined and ineffectively applied. In the workplace, accountability is defined as the act of holding others accountable for their actions. (good or bad), for exemplary job performance and the achievement of business results. Accountability is not demoralizing staff members in order to make a point or an example of them. It is not directing staff members in a condescending manner, or through fear and intimidation.

Accountability is about setting the expectation, clearly communicating it, and then holding yourself and everyone within your sphere of influence accountable for consistently meeting the set expectations. Accountability is a process, with a beginning and an end. It’s not about telling people what you expect them to do and then quickly moving on to the next thing.

As I travel the country sharing basic concepts for developing leadership effectiveness, I constantly emphasize the importance of leadership and employee responsibility in creating a sustainable culture of service, performance, and operational excellence. While many leaders fully agree with me, few know what it takes to ensure accountability in the workplace. There are five specific steps to hold employees accountable for their excellence. Growing up as a young manager, my mentors demonstrated these five steps with such a high level of intensity, sincerity, and finesse that I had no choice but to accept personal responsibility for driving excellence.

Step 1 – Clearly define the expectation or standard – People cannot be held responsible for what they have not been informed about.. Don’t assume employees know what a good job looks like. Paint the picture clarifying, detailing and outlining what you expect. Keep in mind that you don’t clarify expectations after something goes wrong, at which point you need to reinforce them. Here’s an example of what I’m talking about: Excellence in an office environment at the front desk means that the workplace is immaculate, immaculate; phone calls are answered within three rings (and with a smile); employees are suitably drawn and wear their own name tag; each visitor entering the reception area is immediately greeted with a warm and friendly greeting, using her name when and if possible.

Step #2 – Involve staff in efforts to raise the bar – Once the expectations are defined, they should be shared with employees during departmental meetings. Staff members should then be given the opportunity to express their opinions or concerns regarding the new standard. To ensure clarity and gain buy-in, ask questions like: Do you think we can achieve this new standard? What do you think could get in the way? What potential barriers might we face? What do we need (ie tools, resources, training) to consistently meet the new standard or expectation? In the long run, giving employees the opportunity to voice their concerns will improve their commitment to and support for the new standard or expectation. It shows you care, values ​​their opinions, and shows that you’re committed to making them part of the solution and not just forcing the new standard down their throats.

Step #3 – Integrate the new standard – Now is the time for all the talking, brainstorming, and sharing of ideas and best practices to turn into action. To create accountability, the newly agreed upon standard or expectation must be fully integrated into all aspects of the work environment, to include the training and development process, performance review criteria, and all applicable work systems and processes. This shows that you are thorough, serious about business, and have a sustainability strategy in mind. And guess what? Your team should be 100% involved in this process, to build teamwork, camaraderie, and make them feel like valued contributors to the success of the organization.

Step 4 – Set up metrics to quantify success – Use key internal indicators or measures to assess how effective the team is in following and maintaining the new standard or expectation. Key indicators can include customer and employee satisfaction survey results, productivity reports, or even job turnover results. If your company doesn’t have a process for measuring key metrics like these, then work with your team to create a simple scorecard that everyone can understand and support.

Step 5 – Acknowledge success and coach to improve performance – Make it a priority to regularly recognize and reward employees who consistently exemplify the new standard or expectation. This not only encourages them to keep up the good work, but also sets the standard by which everyone must measure themselves. And don’t overlook sub-standard employees by consistently failing to meet performance expectations. Engage in routine coaching and coaching, working with them on an improvement plan to help them achieve success.

Early in my career as a manager, I often found employees not living up to my expectations in their work. At first, I thought that just telling them what was expected was enough, but I was wrong. It wasn’t until I began modeling the actions and behaviors of my mentors that I was able to drive overall success and responsibility within my team.