Empowering Asian Mindsets through Coaching
Empowering Asian Mindsets through Coaching
How a manager assigns responsibility, how he empowers people to achieve and what he does when team members speak in languages of low accountability, determines the behaviors of his team. Let us define what accountability is before proceeding.
Very often, team members give reasons for non-achievement of their goals by attributing it to external factors; indirectly implying that it was not their fault. The lack of accountability in this type of behaviors is contributed by two sources; the leader and the team member.
The leader’s contribution to the situation
The contributing factor from the leader has a higher impact on the level of accountability in his team members.
For example, if an employee fails to deliver a commitment (completing a report on time, completing a project on budget, getting delivery of products on time) and he provides a reason for the performance; some managers respond empathetically in this manner:
a. “Ok, make sure it is on time the next time.”
b. “I understand. Please monitor it closely in future.”
c. “It’s ok, I know you have put in a lot of effort and at least we have it completed.”
When the manager uses words such as “It’s Ok”, “I understand” etc, the manager might be sending the wrong message out. While the above may convey that the manager is empathetic, it certainly does not encourage taking personal accountability on the results.
The opposite is also true. When the manager reprimanded his team members each time something is not delivered as agreed; the team member become defensive and offer excuses or reasons for the failure.
The Team member’s Contribution
Sometimes no matter what the leader does, the lack of accountability will still be displayed by certain team members. The good news is that it is only a small percentage and the leader can use other approaches such as counseling to help them.
The Coaching Solution
It is all right to show empathy but the importance of accountability should also be stressed. This will help the team member learn from their failures. Failures are great teachers. A manager might say: “I understand that you couldn’t deliver the report on time because …. What can you do differently if you are faced with a similar situation the next time? How can we get this report out on time?
By stressing the last point, we put the message across to our team members that accountability to promises and results are more important than offering valid reasons for non-delivery of results. As a coach we first evaluate our contribution to the situation and take appropriate steps to rectify it. Some questions that we can ask ourselves are:
1. How am I contributing to this situation (low accountability) unknowingly?
2. What am I doing or saying that has given the coachee the wrong impression that I accept low accountability?
3. What can I say or do differently when the coachee does not take accountability of the results the next time?
Empowering Asian Mindsets through Coaching - To learn more about this author, visit Wai Leong's Website.
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Empowering coachees to be More Accountable
How a manager assigns responsibility, how he empowers people to achieve and what he does when team members speak in languages of low accountability, determines the behaviors of his team. Let us define what accountability is before proceeding.
Very often, team members give reasons for non-achievement of their goals by attributing it to external factors; indirectly implying that it was not their fault. The lack of accountability in this type of behaviors is contributed by two sources; the leader and the team member.
The leader’s contribution to the situation
The contributing factor from the leader has a higher impact on the level of accountability in his team members.
For example, if an employee fails to deliver a commitment (completing a report on time, completing a project on budget, getting delivery of products on time) and he provides a reason for the performance; some managers respond empathetically in this manner:
a. “Ok, make sure it is on time the next time.”
b. “I understand. Please monitor it closely in future.”
c. “It’s ok, I know you have put in a lot of effort and at least we have it completed.”
When the manager uses words such as “It’s Ok”, “I understand” etc, the manager might be sending the wrong message out. While the above may convey that the manager is empathetic, it certainly does not encourage taking personal accountability on the results.
The opposite is also true. When the manager reprimanded his team members each time something is not delivered as agreed; the team member become defensive and offer excuses or reasons for the failure.
The Team member’s Contribution
Sometimes no matter what the leader does, the lack of accountability will still be displayed by certain team members. The good news is that it is only a small percentage and the leader can use other approaches such as counseling to help them.
The Coaching Solution
It is all right to show empathy but the importance of accountability should also be stressed. This will help the team member learn from their failures. Failures are great teachers. A manager might say: “I understand that you couldn’t deliver the report on time because …. What can you do differently if you are faced with a similar situation the next time? How can we get this report out on time?
By stressing the last point, we put the message across to our team members that accountability to promises and results are more important than offering valid reasons for non-delivery of results. As a coach we first evaluate our contribution to the situation and take appropriate steps to rectify it. Some questions that we can ask ourselves are:
1. How am I contributing to this situation (low accountability) unknowingly?
2. What am I doing or saying that has given the coachee the wrong impression that I accept low accountability?
3. What can I say or do differently when the coachee does not take accountability of the results the next time?
Empowering Asian Mindsets through Coaching - To learn more about this author, visit Wai Leong's Website.
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Casey GollanCasey Gollan, Business Coaching & Mentoring Programs. Add $1 Million to $10 Million in the next 1 to 3 years. Since 1996 Casey has to added hundreds of millions of dollars to businesses. Watch a free video see client results Business Coaching website. - Visit Casey Gollan's Website |
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Joe DagerJoe Dager is President of Business901, a progressive coaching company providing no-nonsense direction in areas such as Lean Six Sigma Marketing and organized referral marketing. What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joe’s ability to combine his expertise with “out of the box” thinking is unsurpassed. He has always delivered quickly, cost effectively and with ingenuity. A brilliant mind that is always a pleasure to work with.” - James R. If you want to learn more about Business901, start a conversation with us. We can be found @ Web/Blog: Business901.com Web/Blog: FundingYourNonprofit.com LinkedIn Profile Follow me on Twitter - Visit Joe Dager's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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