| The six steps to accountability are in a word - | | | | to be happy successful employees. |
| SIMPLE. This typically applies to project | | | | L - Listen. Listen to the employee regarding the |
| management techniques but I have learned that it | | | | reasons why they might not be living up to your |
| works well with keeping employees on track and | | | | expectations. Sometimes as managers we get |
| makes them more productive. | | | | removed from the daily work, there might be a |
| S - Set the expectations. If your employees do | | | | good reason for why the employee cannot meet |
| not know what is required of them, how can we | | | | the requirements of the job. It is your job to |
| expect them to do what is expected. Sit down | | | | make sure that they have the right tools, |
| with them and explain your expectations from | | | | resources, and experience to meet the |
| their role in detail. | | | | requirements that you have set out and remove |
| I - Invite and Inquire. Rely on them to participate | | | | obstacles from their path. |
| in their expectations and commitments. Ask them | | | | E - Evaluation. This is the point where you have |
| what they plan to commit to as part of the goals | | | | done the steps before and determine how |
| and expectations that were set. Depending on | | | | effective you have been in achieving the |
| how far off of your expectations they are this | | | | employees productivity. With measurable |
| might be more than they can handle all at once. | | | | expectations set, and commitment from them |
| Have them commit to what goals they can | | | | you should be able to evaluate whether or not |
| achieve and help them to work through the ones | | | | you have achieved the results that you set out |
| they cannot later. | | | | to achieve. |
| M - Measure the results of their commitments | | | | Holding employees accountable for their role within |
| and your expectations. Once you have laid out | | | | an organization is key to their success as an |
| your expectations and their commitments, it is | | | | employee. Some employees have an inner |
| important that you have a way to measure their | | | | accountability mechanism that makes the |
| performance against the goals set. | | | | managers job much easier. Some do not, and it is |
| P - Provide Feedback. Consistently provide | | | | required from managers to set that expectation |
| feedback to them regarding their day to day | | | | and those goals for these types of people. Talking |
| performance. If they are meeting your | | | | to your employees and providing continuous |
| expectations, tell them. If they are missing the | | | | feedback on where they are doing well and |
| mark tell them specifically where they missed the | | | | where they are falling short is key to improving |
| mark and what they can do to improve. Constant | | | | their accountability. |
| feedback and input from you is required for them | | | | |