5 Ways to Build Accountability…

by Karen Amos

If you’re frustrated with a lack of accountability and responsibility within your staff or management teams, then why not try a coaching approach.  This area often seems too overwhelming or intractable to address, but a few mindset shifts can be a game-changer.  This is what makes a coaching approach that bit different.  It’s not about following some lengthy script, but allowing you to be the best of yourself and having much better conversations with your people.  And that’s got to be good for everyone…

Here are 5 tips to get you started…

1.  Don’t try to keep everyone happy all the time…

That’s not your job as a manager and to be frank, it’s impossible.  If you measure your success by other people’s happiness, you’re destined for a life of failure.  Of course, you want to build a contented, motivated work team, but the way to this is through building trusting, honest relationships, with a clear sense of purpose – not acquiescing to every demand and preference you’re faced with.  Which leads us to…

2.  Get to the point…

Don’t fluff up your conversations with endless, ‘How are you’s’ and ‘How was your weekend?’  This just distracts from the point you’re wanting to make and leaves people feeling distrustful.  People always thank you for getting to the point, so long as it’s done with consideration.

Add graphic in here…

3.  Begin with the end in mind…

This is one of Stephen Covey’s 7 Habits of Highly Effective People. ^{1}  When we’re addressing performance management or behaviour issues within our teams, we naturally focus on what we don’t want and what we want the person to stop doing.  This inevitably leads to acrimonious conversations, where people feel criticised and defensive.  Instead, take some time to work out what a positive outcome would look like, both from any conversation and also in the longer term.  That way, you can focus on the solution, not the problem.

4.  Don’t assume…

If you find yourself using phrases like, ‘Well, they should know…’, or, ‘They ought to be able to do that by now…’ you’re likely making assumptions.  This isn’t to say you’re wrong, but until you have an open conversation with the other person you won’t know for sure.  This is where a coaching approach to leadership comes to the fore.  Rather than assuming and telling people what they should do, risking getting this wrong and alienating your staff, try asking probing questions regarding what their understanding of the issue is.

5.  Start as you mean to go on…

I encounter so many issues where under-performance hasn’t been addressed in probation period, or just in a timely manner, then managers find themselves in a bind when matters don’t resolve themselves, or escalate.  So always start as you mean to go on in your conversations.  Set out expectations and build collaboration from day one.  Whilst you may worry about being ‘nit-picky’ over small issues, a supportive, coaching conversation can bring people on track quickly, or if not, at least give you the evidence you need to implement more formal performance management procedures.  And if you haven’t always done this?  Well, the best time to start is now!

So, as a coach I wouldn’t be doing my job if I didn’t ask the question… ‘Which of these are you going to put in place, starting today?’

I hope you find these tips useful and do get in touch if you’ve any questions, or just for an informal chat or listening ear.  We’re always happy to help

1.  Covey, S.R., (2004) The 7 Habits of Highly Successful People. London: Simon & Schuster.

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Karen Amos is an executive coach and Director and Founder of BrightBird Coaching & Training. She supports business owners, managers and education leaders to get the best out of themselves and their teams. She brings a down-to-earth approach to improving working lives through better leadership, communication and working relationships. 

Tel: 07714 855757 or email: [email protected][/vc_column_text][/vc_column][/vc_row]