Over the years, I have had the pleasure of speaking with a variety of leaders. They talk about how they dislike being micromanaged but sometimes they find themselves doing it to their teams. They shared that they were constantly asked for updates, sometimes doing some of the work themselves, when deadlines were approaching and tasks had to be completed. They felt disappointed in themselves and their team, and they were exhausted.
Imagine a day where you no longer have to follow up with other people’s tasks. Everyone can be trusted to stay focused and to fully commit to getting the job done. They will solve any problem they encounter. If they don’t succeed, they will let you know immediately so that you can work with them to fix it. They work together without being told. They say the best words that a leader can hear at meetings: “We have met our deadline.”
This is a workplace fairytale? It’s the culture that encourages positive accountability.
What’s positive accountability?
Accountability is often referred to in a negative way: “I admit my mistakes and delays.” This brings back childhood memories of being scolded or grounded for breaking a rule. It is a hateful thing for employees and it is a hateful thing for team leaders! We don’t enjoy being the Bad Cop and we get tired of checking on everyone else’s work. This takes away time and energy from our management responsibilities.
Let’s look at accountability from a positive angle:
Accountability is key to impact. “I’m an integral part of this team. My work has an impact on the company, the project, and the culture.
Accountability is freedom. “I am in control of my choices and the results I achieve.”
Trust is the foundation of accountability. “I’m reliable. So are my team members and the team leader.”
How can you foster a culture of accountability?
Inc. reports that 85% of employees in a WorkPlace Accountability Survey did not have a clear understanding about their organization’s Top Three to Four Key Results. These are results that are strategically critical to the success and growth of the organization.
While all companies claim to have Key Results Areas (KRAs), how do these KRAs get passed on to their employees? Do you give out too many goals? Are you giving out too many goals? Or are your goals constantly changing, getting sidetracked with new projects and directions?
Forbes says, “When we send multiple messages about what’s critical and what other people are responsible for, accountability dissipates.”
Identify four key results areas that have the greatest impact on your business. Each result should be correlated with tasks. You can also measure the impact of each task to help you and your team create a priority system. Remember that everything should be a priority and nothing should be a priority.
Each employee is empowered to do their job effectively when there is control. They have the necessary information, structure, processes, and management support.
You shouldn’t micromanage tasks as a leader of a team. Instead, empower your employees. What do you need to do the best job you can, and in the most efficient manner?
Micromanagement is an indication that people don’t believe they can do their jobs. Find out why. Do they have a problem with their task, workflow, or workload? Are they emotionally disconnected – this could indicate a deeper and more serious problem that requires immediate attention.
While personal accountability (as the title implies) is personal, our actions as well as the results of our work are affected by the way we interact with others. Lack of communication, collaboration, and conflict resolution are some of the reasons many tasks fail.
This is when resentment and finger-pointing begin and the trust of the team starts to fall apart. If this goes unchecked it can lead to workplace depression.
Many studies have been published in management journals, including Wickham & Hall, Breaux, Monyon, et. Research by Wickham & Hall, Breaux, Monyon et.al show that accountability can have a negative impact on a supportive work environment. Employees feel physically and mentally exhausted and anxious about politics. They are unable to seek help. This is a recipe to burnout and chronic stress.
Even the most capable and responsible stars need to be supported by a strong team. It is possible to be a team player, but it is not something that is born. Read Grow’s article How To Turn Smart People into a Smart Team. Management priorities include creating a team culture and teaching skills to team members. This is not only to build accountability but also to provide emotional support and personal satisfaction.
Use the Tools to Increase Positive Accountability
Inspire a culture of positive accountability at work! Grow is an online platform that enables personal, professional, and leadership development. You and your team can benefit from its feedback tools, development plan, and progress monitoring.
* Be responsible for your work, your career, and your impact on the company
* Communicate, collaborate, and work together better
* Recognize your strengths, talents, and influencers
Click the link to contact Grow and bring about positive accountability in your workplace.
Rudi Ramin originally published this article on LinkedIn
By: Kiss Tañedo
Title: How to Create Positive Accountability
Sourced From: grow360.com/blog/how-to-create-positive-accountability
Published Date: Thu, 16 Apr 2020 08:06:00 +0000
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