Accountability is the backbone of performance-driven teams. When team members know their manager measures their actions and outputs, reviews them regularly, and implements consequences, they tend to be more responsible. Yet, many managers struggle with holding employees accountable. Why?
Why Most Managers Don’t Hold Employees Accountable
A manager’s failure to instill and maintain accountability can have cascading effects throughout the team and the broader organization. While avoiding difficult conversations and decisions might seem easier in the short term, the long-term costs are significant.
Fear of Conflict:
Many managers avoid confrontations, worried that holding employees accountable might lead to an unpleasant situation.
How to improve: Invest in conflict resolution training. Managers can confidently address issues without escalating them by learning effective communication and mediation skills.
Lack of Skills:
Some managers lack the techniques to provide feedback effectively, making it daunting to hold employees accountable.
How to improve: Encourage managers to attend feedback training sessions or workshops. Role-playing and practice sessions can help them be more adept at delivering constructive feedback.
Desire to be Liked:
Balancing the line between being a friend and a leader can be tricky. Some managers prioritize being liked, which can deter them from holding employees accountable.
How to improve: Managers should seek mentorship from senior leaders who successfully manage this balance. Remember, respect is more crucial for a leader than being liked.
Unclear Expectations:
Holding employees accountable becomes difficult when managers don’t set clear expectations or frequently change them.
How to improve: Managers should regularly review and communicate job roles, tasks, and expectations. Open forums or one-on-one sessions where employees can ask clarifying questions can be beneficial.
Overwhelming Workload:
When swamped with tasks, managers might overlook monitoring employee performance.
How to improve: Delegate tasks when possible or employ tools like project management software to keep a bird’s eye view of team performance without getting mired in details.
Managers can begin holding their employees accountable by understanding these pitfalls and proactively seeking improvement.
Six Methods Managers Can Use to Improve Employee Accountability
Helping managers hold their employees accountable is not just about ensuring tasks get done; it’s about creating an environment where excellence is the norm, resources are optimized, risks are managed, and the organization is poised for sustained success.
Clear Expectations:
Clear expectations are the foundation of holding employees accountable. They provide direction, purpose, and a sense of responsibility. By setting and communicating expectations effectively, managers empower their teams to excel, ensuring that individual efforts align seamlessly with the organization’s broader objectives.
Regular Feedback:
Regular feedback is more than a management activity; it’s an ongoing dialogue that reinforces employee accountability, recognizes effort, and charts a clear path for growth. It ensures employees remain aligned with evolving expectations and organizational objectives as they change. A feedback culture encourages employees to actively cultivate performance excellence.
Establish Consequences:
When used thoughtfully and constructively, consequences can be a powerful tool for holding employees accountable. They serve as tangible reflections of an organization’s values and standards. While consequences often conjure up negative imagery, it’s important to remember that they span the spectrum from rewards to performance improvement plans and termination. Most importantly, managers must apply them consistently, fairly, and in a manner that prioritizes growth and understanding.
Empower Decision Making:
Empowerment and accountability go hand in hand. By trusting employees with decision-making responsibilities, managers not only tap into a broader pool of insights but also cultivate a culture where individuals feel directly tied to the outcomes of their efforts. A sense of ownership naturally drives employees to hold themselves accountable, ensuring they give their best. Because employees take ownership, accountability becomes less about external enforcement and more about intrinsic motivation in this atmosphere.
Track and Measure:
While tracking and measuring performance is an invaluable tool for holding employees accountable, it’s essential to ensure managers do it constructively and supportively. Merely focusing on metrics without considering the qualitative aspects of an employee’s contribution or providing the necessary support can lead to demotivation. Therefore, managers must strike a balance, using performance metrics as tools for empowerment and growth rather than mere oversight. With the right approach, tracking and measuring performance can transform an organization’s culture, creating a motivated, accountable, and high-performing team.
Promote a Culture of Accountability:
Promoting a culture of accountability transcends processes and policies. It’s about creating an environment where employees see responsibility as a shared value. A culture of accountability means every employee feels intrinsically motivated to give their best and own their decisions. In such a culture, accountability isn’t enforced; it’s embraced. It becomes an organic part of the organization’s operations, enhancing productivity, trust, and success.
Example Coaching Sessions for Accountability Discussions
Here are several role-play scenarios you can use to coach a manager who struggles with holding employees accountable.
Coaching Missed Deadlines
Manager: “I’ve noticed that the last three projects were submitted past the deadline. Let’s discuss what’s happening and how we can address it.”
Employee: “I’ve been struggling with managing my time because of XYZ reasons.”
Manager: “Let’s work together to create a plan to help you manage your tasks better.”
Coaching Quality Issues:
Manager: “There have been concerns about the quality of the recent reports. Can you walk me through your process?”
Employee: “I rush through them because I feel pressured to finish them quickly.”
Manager: “Quality is a priority. Let’s discuss better ways to manage your time and resources to maintain quality.”
Coaching Behavior Concerns:
Manager: “Several team members mentioned that meetings with you can be confrontational. Can we talk about that?”
Employee: “I get passionate about my ideas, and maybe I come off strong.”
Manager: “Passion is great, but communicating respectfully is essential. Let’s discuss strategies to help you convey your ideas effectively.”
Accountability is vital for organizational success. While the journey towards a fully accountable team might be challenging, the rewards for performance, employee engagement, and organizational health are well worth the effort.
