Building accountability in teams can feel frustrating when you’re tempted to say, “I might as well do it myself.” Instead of repeating instructions or stepping in to rescue the situation, this article explores how a coaching approach helps shift responsibility back where it belongs.
There are a few recurring themes in the work I do with managers and teams and one of them is lack of accountability and personal responsibility.
There’s a sure-fire way to recognise this as a coach and trainer. It’s the language managers use. For example…
“I might as well just do the job myself!”
“Why can’t people just get on with it!”
And on it goes… I reckon most of us have felt this frustration, if not said something similar.
“Why can’t people just get on with it!”
And on it goes… I reckon most of us have felt this frustration, if not said something similar.
And on it goes… I reckon most of us have felt this frustration, if not said something similar.
There are another couple of flags though, which tell me the problem isn’t necessarily laziness or malevolence on the part of the employee. These are when the manager says, ‘Well they should know what to do – they’ve been working here over a year now!’
TIP: If you find yourself saying ‘should’ or ‘ought’, it’s a dead give-away you’re making an assumption. And that assumption is not necessarily obvious to other people.
TIP: If you find yourself saying ‘should’ or ‘ought’, it’s a dead give-away you’re making an assumption. And that assumption is not necessarily obvious to other people.
My dear and sadly departed mentor used to have a brilliant phrase to sum this up when I was expressing my frustration with people not doing their job correctly.
“You say it’s common sense. The problem with common sense is it’s not that common!”
“You say it’s common sense. The problem with common sense is it’s not that common!”
So now you have a way to recognise you’ve a problem, but what to do about it?
After all, poor accountability and responsibility can cost an organisation dearly. From mistakes, to lack of productivity, reputational risks and losing good staff who are also frustrated with the situation can all be a consequence of not addressing this issue.
There is one way, which although counter-intuitive, is the best approach to tackle lack of accountability and responsibility and build more positive and productive teams.
TIP: Take a Coaching Approach
We’re not talking about sitting down for hours and turning everyone into coaches. What we’re talking about here is using coaching questions to give the responsibility right back to the other person.
Asking a question seems like the wrong approach if the person isn’t doing what they’re meant to when they’ve already been told. But…
TIP: TELLING people what to do takes away their personal responsibility. ASKING what THEY are going to do, gives it right back to them.
For example:
You have a member of staff who isn’t completing admin reports properly as part of their role. You’ve told them they need to do it, but the problem still persists. Telling them again is unlikely to change anything.
Instead, say you’re wondering what the reason is for the poor record-keeping. Then ask what they intend to do, or what they need in order to have the records ready and on time.
That way you find out what the problem is and they are responsible for implementing the solution.
Whilst this seems like a counter-intuitive approach, I can say first-hand (and with the testimony of my clients), this is probably the most powerful approach you can take to empower your teams.
I hope you’ve found these tips helpful. If you’d like to develop People Management or Difficult Conversations skills for yourself or your team, click on the link for your sector below, to check out our latest training offers.
There is one way, which although counter-intuitive, is the best approach to tackle lack of accountability and responsibility and build more positive and productive teams.
TIP: Take a Coaching Approach
We’re not talking about sitting down for hours and turning everyone into coaches. What we’re talking about here is using coaching questions to give the responsibility right back to the other person.
Asking a question seems like the wrong approach if the person isn’t doing what they’re meant to when they’ve already been told. But…
TIP: TELLING people what to do takes away their personal responsibility. ASKING what THEY are going to do, gives it right back to them.
For example:
You have a member of staff who isn’t completing admin reports properly as part of their role. You’ve told them they need to do it, but the problem still persists. Telling them again is unlikely to change anything.
Instead, say you’re wondering what the reason is for the poor record-keeping. Then ask what they intend to do, or what they need in order to have the records ready and on time.
That way you find out what the problem is and they are responsible for implementing the solution.
Whilst this seems like a counter-intuitive approach, I can say first-hand (and with the testimony of my clients), this is probably the most powerful approach you can take to empower your teams.
I hope you’ve found these tips helpful. If you’d like to develop People Management or Difficult Conversations skills for yourself or your team, click on the link for your sector below, to check out our latest training offers.
Coaching and Training at BrightBird
At BrightBird, our coaching and training is practical and very human.
It’s about real conversations, real challenges and meaningful progress.
If you’re curious about our coaching and training support, even if you’re not sure what you’re quite looking for yet, then check out the support we offer your sector, or click the link to book an informal, no-obligation chat.
If you’re curious about our coaching and training support, even if you’re not sure what you’re quite looking for yet, then check out the support we offer your sector, or click the link to book an informal, no-obligation chat.
