| Recently I started counting how often my clients | | | | mindsets: There are always boundaries around our |
| started a sentence with the words, "If only..." | | | | teams achieving goals - some of the obvious |
| · If only I could keep good people | | | | boundaries are policies, procedures, systems, laws, |
| · If only they would listen to me | | | | lack of resources etc. While those boundaries can |
| · If only we could finish that project | | | | be managed, the boundaries that will most affect |
| · If only I had more hours in a day.. | | | | accountability are the perceived boundaries or |
| What's your " If Only?" | | | | limiting beliefs which inhibit others from |
| When I started to really look at all these | | | | accomplishing the goal. During a recent workshop |
| statements surrounding me, they all lead to the | | | | we were discussing engagement when one of the |
| same place - a lack of accountability within their | | | | participants said "it is hard to be engaged when |
| organizations. As business leaders it is our duty to | | | | [my employer] doesn't want us to be innovative." |
| produce an environment where accountability can | | | | I responded, "Really? What makes you say that? |
| flourish. As Leslie Hart, author of Human Brain and | | | | Is that true or a belief you have around that?" |
| Human Learning says, "The brain does not need | | | | When we drilled down, we agreed that her belief |
| to be motivated any more than the heart needs | | | | was an imagined boundary or belief that |
| to be motivated to pump blood." Meaning in this | | | | constrained her from taking action. You will often |
| context that people are naturally motivated and | | | | hear imagined boundaries in the excuses that |
| want to be accountable - but often 'stuff' gets in | | | | people make for why they can't complete a goal |
| the way which leads to less than desired results. | | | | or task. What excuses do you hear in your |
| So how can leaders Inspire Accountability? Here | | | | organization? Eliminating the limiting beliefs will allow |
| are the six steps: | | | | accountability to soar. |
| 1. Set Clear Expectations and Goals: Everyone in | | | | 4. Open & Honest Dialogue: Although we know |
| your organization must have written goals and | | | | that communication is important, many |
| plans. As I say in my workshops, "You can't be | | | | organizations are too fearful to have the open |
| accountable to nothing!" Yet it is amazing that | | | | and honest dialogue necessary to ensure |
| time after time, I see teams operating day by | | | | accountability. To do this we need to have data |
| day without a clue about what the end goal is. | | | | how each team member is contributing. At Best |
| People cannot be accountable unless it is | | | | Year Yet we do this through the Say/Do ratio: |
| absolutely clear what result they are trying to | | | | scoring if each team member Does what he/she |
| achieve. Set and communicate S.M.A.R.T Goals (S | | | | Says they will do - this is the ultimate in |
| = Specific, M = Measureable, A = Attainable, R = | | | | accountability. Creating performance cultures |
| Relevant, T = Time bound) in order to ensure | | | | (rather than blame cultures) where individuals are |
| clarity and focus and ultimately results. But just | | | | able to confront those that are not accountable, |
| because you set goals doesn't mean that people | | | | where immediate feedback is given and where |
| are aligned with them. To help others buy-in to | | | | others can be candid with each other creates an |
| the goals and plans, enlist their help in constructing | | | | environment where achievement instead of fear |
| them. As we so often say, "Those will not | | | | can flourish. |
| destroy that which they helped to create." Pull | | | | 5. Discipline to Maintain Focus: "Remember, the |
| your team together to create the goals for the | | | | main thing is to keep the main thing the main |
| organization. Then ensure each member of the | | | | thing." We inspire accountability when we help |
| team has their own set of goals that align to the | | | | others maintain focus on what matters most. |
| organization's goals. | | | | When our attention is scattered, performance |
| 2. Create a Compelling Why: Recently I was | | | | suffers. When we are focused on the few vital |
| working with a client whose "If Only..." was "If | | | | results, performance soars. To maintain focus set |
| Only they (her employees) would do what I ask | | | | time aside to regularly review progress on the |
| them to do." My question for her was "Why | | | | goals and plans. Discipline means that we are |
| Should They? What purpose does their job | | | | committed to stick to our review times - no |
| serve? How do they fit into the vision/mission of | | | | matter what. |
| the organization? How do they make a | | | | 6. Be a Role Model: As Albert Einstein said, |
| difference?" Dan Pink in his latest book, Drive: The | | | | ""Setting an example is not the main means of |
| Surprising Truth about What Motivates Us | | | | influencing another, it is the only means." Ultimately |
| discusses how the science behind motivation | | | | to Inspire Accountability in others build trust by |
| shows that what really motivates us is | | | | walking your talk. As a leader, how well do you |
| Autonomy, Mastery & Purpose. To drive | | | | "Know Thyself"? Are you accountable? Do you |
| accountability we must give people a reason that | | | | follow through on your promises? Are you taking |
| they believe in and matters to them. What does | | | | personal responsibility for your actions and |
| the organization value? Are your goals aligned to | | | | attitudes? Do you confront your own perceived |
| those? Imagine your organization actually living out | | | | boundaries or limiting beliefs? Taking responsibility |
| those values in their daily work. Would it make a | | | | for developing yourself as a leader to the next |
| difference? Remember the story of the three | | | | level automatically will expand and grow teams. |
| bricklayers? When asked what they were doing | | | | When your team grows and expands, they begin |
| the first bricklayer responded, "Laying bricks"; the | | | | to take accountability for their actions and results |
| second responded, "Providing for my family"; the | | | | transform at the same time. |
| third responded, "Building a cathedral." Which one | | | | Instead of focusing on the "If only's..."in your |
| has more power? Creating the compelling why | | | | organization, take responsibility to shift your |
| and living our values appeals to our higher purpose. | | | | attitude and actions to creating a culture where |
| 3. Elimination of Perceived boundaries or limiting | | | | others are inspired to be accountable. |