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Accountability Factor for Clients and others

Guest post by: Harlan Goerger

Article Overview: Have clients be accountable would be a heven sent for many salespeople, here is how you can make it happen for you.

Accountability Factor for Clients and others

Accountability Factor for Clients and others

Steps to establish and hold others accountable People do frustrate and disappoint us from time to time. "Yes, I'll make sure that is done." Only to discover the promise had not occurred.

This can cost a salesperson, manager, parent or leader time and frustration.

Is there any way to change this outcome? Well, yes if one follows a few simple steps that can change the outcome for most of us.

Remember, this can work with employees, clients, kids and volunteers if you take the steps that follow. Here is a quick overview....

The first step starts well before we ever talk to the other person. This is about communication and expectations. Do we have a very clear understanding of what we want to happen, why we want it to happen and how we can communicate it so there is total understanding?

If we cannot clearly visualize the outcome and why that outcome is necessary, then how will the other party be able to understand it? By the way, does the other party communicate and understand the situation as you do? Are we talking to a 6 year old, an experienced employee, a new client or someone new to the business? Each person or group understands and communicates differently. Do we understand how to communicate with them?

Another dimension to this is how we see ourselves in relationship to the other party. If you're in sales, do you control and manage the sale, or react to the client and they drive the actions? If a parent, are we looking at very short-term outcomes (stop the noise) or longer-term behaviors (being aware of others)? Are we the boss and feel we should not have to explain everything, thus tend to "drive" others? Is our behavior one of avoidance so we are timid, or unwilling to have deep conversations or conflict because it may upset others?

Any of the mentioned behaviors on your part will create challenges in establishing accountability. Therefore, the first step is being clear about your own barriers and being willing to alter them.

After all, the only person you really have control over is you!

The second step now becomes the communications factor. The challenge for many in this area is the "tell them" approach. It is much quicker and easier to simply say, "Do this", rather than invest the time to have what I call "meaningful conversations".

The idea that, "people do things for their reasons, not ours" is paramount to gaining commitment. Each of us is motivated to action and accountability by different factors. The question is do you understand what these factors are for this person? The more the action we are asking them to take, is aligned or connected with their motivations, the more likely the outcome will occur.

This brings us to the "meaningful conversations" where we invest the time to ask many open questions, get some sense of what moves this person and establish expectations.

To many this is a challenge because of our own limiting beliefs. We do not want to dig to deep, it might upset someone, it takes too much time, we have not the skills to ask questions or understand the response meaning or they may intimidate us for some reason. To be successful in accountability we have to eliminate these internal barriers before the next step.

The third step is establishing the expectations and outcomes. Once we have a better understanding of what motivates and causes commitment in others we can begin to establish the expectations.

This also has to be a two-way conversation in order to be effective. Simply saying, "this is what I expect" falls into the "telling" side of communications. It is better to convey the outcome picture and ask what needs to happen, by when and how. Allow the other party to think through the actions to be taken and why they are important. Also, ask why taking these actions and accomplishing the outcome is important to them. (Their motivations will likely match those uncovered in meaningful conversation.)

Through this continued dialog, both parties can establish expectations on both sides. After all this is a collaborative effort between two people to reach a common outcome. Both parties need to establish an expectation, which means even salespeople can establish expectations on how clients will interact with them. Of course, the salesperson has to be will to express these expectations and have a conversation about them with the client. This is generally where most accountability falls short, expectations are only in one direction, thus it becomes a one sided relationship!

The point here is to have a clear idea of your expectations and have a dialog about them. Allow the other party to respond to these expectations. They should expect the ability to establish expectations for you as well. There is no reason to move on until these expectations are clear in both parties' minds. It is important to establish very specific and clear expectations here. This activates the persuasion law of consistency. In brief terms, if you or I say/write/discuss a given position, we tend to keep that opinion, even in the face of overwhelming evidence otherwise. Some call it being stubborn or bull headed, but it is important that people buy into the expectations at a deep emotional level.

The fourth step is to monitor the activity, but not take over the actions. Here is where some coaching, education and support comes in. Keep focusing them on the outcome and expectations they have agreed to.

This is where having clearly established the outcome and expectations pay off. They will know if the expectations are not being met and most likely why. Once more, a meaningful conversation can gain more ground than a "chewing out". Of course, your clients would not stand for a "chewing out", yet if reminded of the expectations they will respond.

Let us say they are not holding up their end of the agreement, now what? Take these four steps in a calm and confident manner.

1. Ask them about the expectations they committed to and how they understand what was said?

2. Ask them how they see the expectations and relationship today?

3. If they are not the same, what has changed and why?

4. How do they see this affecting the established relationship?

Now you will have the input to determine what your next step is. Do you reestablish the same or different expectations? Do you revamp the outcome or relationship? Do you find another person/client/project to replace this one?

If handled effectively, one can hold most anyone accountable to some degree. The key is to fully understand the outcome, the motivations, the expectations and be bold in doing so

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Article Tags: accountability, avoidance, boss, challenges, conflict, conversations, frustration, leader time, relationship, salesperson, simple steps, term outcomes, volunteers



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