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Accountability - The Secret Ingredients for Execution
| Guest post by: Dr. Rick Johnson |
Article Overview: We all "Talk the Talk". We understand that we must introduce accountability into the organization if we have any hope of achieving our objectives. Yet, many companies struggle, some unknowingly, with this concept for many different reasons. Long term employees can become complacent, competencies can be limited, a free pass is sometimes given for a variety of reasons and the "Peter Principle" is still alive and in existence today; Promoting people beyond their ability to perform. That's not to say that many employees, often the majority, understand the concept and want to be held accountable. But, what about those that don't?
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Free Download - Sales Management --Unmask the Confusion of Territory Account Assignment By Dr. Rick Johnson |
Accountability - The Secret Ingredients for Execution
We all "Talk the Talk". We understand that we must introduce accountability into the organization if we have any hope of achieving our objectives. Yet, many companies struggle, some unknowingly, with this concept for many different reasons. Long term employees can become complacent, competencies can be limited, a free pass is sometimes given for a variety of reasons and the "Peter Principle" is still alive and in existence today; Promoting people beyond their ability to perform. That's not to say that many employees, often the majority, understand the concept and want to be held accountable. But, what about those that don't?
Here are six simple concepts that may help you "Walk the Walk".
1. Make sure you have clearly defined job descriptions and put performance expectations in writing with measureable goals.
2. Demand that every supervisor invest a minimum of thirty minute a month discussing job performance with every one of their direct reports. Record this informal discussion on a 4 X 6 card and put it in a file. When it comes time for the annual performance review, you now have eleven documents informal performance discussions to guide you in completing the formal annual review. If you don't do this, burn your annual reviews. They are worthless.
3. Do not accept incompetence, don't give free passes. It can become cancerous and effect the entire organization. It is rare that you ever terminate and employee and other employees wonder what took you so long.
4. Practice and train supervisors on coaching and mentoring. Document all performance discussions. When an employee is struggling, do everything in your power to help them including additional or remedial training. Don't neglect using probationary status as a tool to make sure the employee knows you are serious and provides an opportunity for them to turn things around but with a timeline of patience defined.
5. Make sure you have a good new employee orientation program. Consider having a new employee sponsor for each new employee for a 60 to 90 day period. Compensate this champion.
6. As a leader, you must demonstrate by example a low tolerance for mediocrity.
Execution - The Power of Getting Things Done.
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About the Author: Dr. Rick Johnson RSS for Dr. Rick's articles - Visit Dr. Rick's website www.ceostrategist.com - Sign up to receive "The Howl" a free monthly newsletter that addresses real world industry issues. - Straight talk about today's issues. Rick Johnson, expert speaker, wholesale distribution's "Leadership Strategist", founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com. Dr. Rick Johnson has over 35 years of experience in distribution sales and operations. Rick�s career can be broken down by decades. The first ten years of his distribution career were spent with the largest steel-processing distributor in the world (Joseph T. Ryerson). The second ten years began with Rick starting his own processing distribution center from scratch. In the first year, sales reached $1 million dollars and had grown to $25 million in its tenth year when Rick sold the business to one of the major national chains. The third ten years of Rick�s career dealing with financially troubled Turn-A-Round companies. After completing ten years of TAR work, Rick decided a decade of acting like Darth Vader was enough and became a consultant to the Wholesale Distribution Industry in 1999. Rick received an MBA from Keller Graduate School in Chicago and a Bachelor's degree from Capital University, Columbus Ohio. He also served six years in the United States Air Force as a survival instructor. Rick completed his dissertation on Strategic Leadership and received his Ph.D. in 2005. Rick is frequently published in numerous magazines including a column in Supply House Times, with over 250 different articles published to date. He�s also a published author with eight books to his credit. Click here to visit Dr. Rick's website   Are You Doing the Moon Walk Going Backwards While Moving Forward Striving for Greatness Why is Sales Management so Tough Lets Face It The Economy Sucks Leveraging Your EMT Executive Management Team |
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