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WHY WE SHOULD HOLD PEOPLE ACCOUNTABLE--AND WHY WE DON’T

Guest post by: Richard Lepsinger

Article Overview: When we fail to hold others accountable, we reap the consequences-some obvious, some not so obvious. A lack of productivity is one of the more obvious negatives that come to mind. So if accountability is critical to execution and individual and team performance, then why don’t we consistently hold people accountable for results? There are seven assumptions and misunderstanding-let’s call them “Tickets to Slide”-that contribute to this phenomenon.

WHY WE SHOULD HOLD PEOPLE ACCOUNTABLE--AND WHY WE DON’T

When we fail to hold others accountable, we reap the consequences-some obvious, some not so obvious. A lack of productivity is one of the more obvious negatives that come to mind. While everyone is busy pointing fingers at each other, deadlines don't get met, the work remains below standard, or customers continue to be dissatisfied. Worse yet, things won't get better until people stop trying to affix blame and start addressing the issue that caused the problem in the first place. This cycle will continue until people take accountability for their contribution to the problem and focus on seeking solutions.

Impact on Your Top Performers

The impact that a lack of accountability has on your top performers is a little less obvious. What happens when someone (often a chronic poor performer) drops the ball and we don't hold him accountable for results? We usually give the assignment to someone we feel we can count on and ask her to make it right. This may work in the short-term but in the long term it creates more problems than it appears to fix.

First, asking your top performers to pick up the pieces will eventually wear them out. They may very well come to see their heavier workload as punishment for good performance. In addition, taking a poorly executed assignment away from someone just reinforces the poor performance. The message is, "Don't worry if you screw up. You won't be asked to make it right because someone else will get the assignment." For unmotivated employees, the lighter workload that results is, in effect, a reward for poor performance.

Perception of You as a Leader

In my view, the greatest impact of not holding others accountable is that it creates a negative perception of the leader. When other members of the team see you letting someone get away with not producing the agreed upon output or keeping commitments, they begin to wonder why they are working so hard. They wonder why you don't take action to address a poor performer who is creating problems for the rest of the team.

Yes, failing to hold others accountable reflects on you as a leader. It raises questions about your willingness to hold everyone to the same standards and creates the perception that you don't treat people fairly and equitably. Pretty soon others on the team get the message about "what it takes to succeed around here" and the extent to which they can count on you as a leader.

Lack of accountability creates and reinforces a culture of blame-which, in turn, generates other problems. You may notice increased evasion and avoidance as well as a pervasive "don't get caught" attitude. Innovation plunges as people become less willing to be creative and think out of the box. Employees take fewer risks (or stop altogether) because no one wants to be blamed if something goes wrong. "Blamestorming" sessions proliferate, creating a cycle of blame that ultimately shuts down communications.

So here's the real question: if accountability is critical to execution and individual and team performance, then why don't we consistently hold people accountable for results? There are several reasons. In fact, I believe there are seven assumptions and misunderstanding-let's call them "Tickets to Slide"-that contribute to this phenomenon.

Ticket To Slide #1: "This Too Shall Pass"

The "wait and hope" syndrome assumes that poor performance will improve on its own over time. "They'll learn," we say in the (often futile) hope that you'll never actually need to have a conversation about meeting commitments and delivering results. Or, you assume that people know what they should be doing, and that this was simply a blip on the radar screen. "I'll give them the benefit of the doubt this time," you say. Problem is, "this time" often turns into "next time" followed by "What? It happened AGAIN?"



Ticket To Slide #2: "They Know How I Feel."

You just responded in your "I'm dissatisfied" voice and put on your "I'm very disappointed" face. That should do it, right? Well, maybe not. Most of us like to assume that sending indirect messages and subtle signals has not only made our dissatisfaction known but clarified what needs to happen differently-and how it needs to happen. Yes, it's a highly unlikely outcome, but many of us prefer it to a more direct discussion of the problem and the need to take responsibility. Unfortunately, it seldom works.

Ticket To Slide #3: "It Will Turn Into An Argument."

Even if the other person is not difficult to work with, it's a safe bet that he or she will likely have a different point of view. You are certain this will deteriorate into an uncomfortable conversation or, worse yet, a real disagreement. Better to let it go and avoid the conflict. But while it may be easier in the short term to "just let it go," in the long run you may find that the situation has snowballed into a problem that is vastly more difficult to deal with.

Ticket To Slide #4: "I Made My Expectations Clear (I think...)"

One reason you may avoid holding others accountable is that, actually, you have not set clear expectations. Either you haven't clarified what you want done, what "good looks like," or when you want it done. Without this base, don't be surprised when you encounter more than one point of view or when conversations turn into arguments. Remember: everything can be either measured or known. Even qualitative outputs such as customer service or quality have components that we use to know when it has been done well. Those are the things for which we can set expectations and monitor and measure.



Ticket To Slide #5: "I Will De-Motivate or Lose Them."

One of the challenges managers face is holding top performers accountable for behavior that is consistent with work processes and organizational values. You may be inclined to give these "superstars" some leeway because you feel they're too important to your team's success and you don't want to break their momentum or steal their mojo. Unfortunately, this sets up an undesirable dynamic among the team where people come to believe that it doesn't matter how you hit the target- as long as you do, you're not accountable for other aspects of performance.



Ticket To Slide #6: "I Will Be Seen As A Micro-Manager."



Over the years consultants and academics have put the fear of micro-managing into the hearts of many leaders. We avoid the implication of it at all costs. In a world where a "collaborative" style is revered and a "command and control" style is frowned upon, the practice of monitoring has gotten an undeserved bad name and fallen out of favor. The truth is, the more you delegate and empower others, the more you need to monitor and track progress. Following up and monitoring progress are not synonymous with micro-managing. Monitoring, when done well, can be a constructive activity that provides an opportunity to make course corrections and praise good performance.

Ticket To Slide #7: "It's Easier If I Just Do It Myself."

Doing it yourself may seem like a good idea when you're making the call but few myths are as wrong as this one. When you don't hold others accountable and you take on the work yourself, you become complicit in the cycle of poor performance and lack of accountability. If you do not break this negative cycle you will always have to do it yourself because you've missed a coachable moment and an opportunity to set expectations.

Although we are aware that it's important, many of us still hesitate to hold others accountable for their actions. In the heat of the moment it may seem faster and less of a hassle to let something go or to wait and see what happens. However, those of us who are "one trial learners"-meaning we don't have to experience something more than once to get the lesson and change our behavior accordingly-know that this approach does not work in the long-term.

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Article Tags: accountability, productivity, team performance



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