Increase Accountability to Increase Performance
Every manager or C-level executive I talk with tells me how important it is to increase the performance of their organization. They continue to tell me how great it would be if everyone on their staff performed at higher levels. After listening to these common comments about their organization and their people, I ask one question…
So what methods are you currently using to track and measure personal accountability?
Most of the time I get one of three responses:
- Accountabilities? What do you mean by that?
- How do you measure accountability?
- Glad you asked, we are doing … What do you think about it’s effectiveness?
I guess you noticed the array of answers I get – from what is it to yes we are and what do you think about our method of tracking? The unfortunate truth is over 50% are in the first category. These are the people that have no understanding of accountability and its impact upon results and performance. Since this is the majority of the companies, it probably is a major contributor to under-performance or worst – losses.
Accountability is about individuals taking full responsibility for their outcomes and results. Do they deliver upon their goals and objectives – consistently without making any excuses. In other words, do they recognize the importance of execution and making things happen – leading to positive results.
Truth is, some of the largest companies in the US do not understand this simple principle. I remember working on a major reorganization with a Fortune 100 company. One of the core processes was to identify the Key Accountabilities for certain jobs or positions for the organization. I was told after the first session to change the term because the “managers” involved did not understand the term “accountability.” How sad is that? Managers cannot understand the term ” accountability” which was clearly defined as the ability to consistently get results and favorable outcomes without excuses.
The second response is from a group who have discovered the importance of execution as it relates to getting results and positive outcomes. Yet, they are having difficulty in using the term in their organization. They want to measure it or hold people accountable using measurables, yet, have no idea how to do it.
Here is the primary reason for a Performance Management System. The key is to have it go as deep into the organization as possible. Why? Because it involves the people that actually get the work done and it clearly states the objectives or goals for everyone in the organization. Clear understanding of each person’s outcomes and expectations of performance allow for people to fully maximize their personal potential. If you don’t have a Performance Management system, please contact us to discuss your options.
The third group is only about 15 per cent of the companies, once again proving the Pareto Principle is alive and well in the twenty-first century. These are the progress companies that are usually in the top 20% of their industries in terms of growth and profitability – again performance measures. They are usually the high energy organizations with staffs that are excited to be part of the team. They execute their plans and get to the next level of performance.
The key point or learning point is to ask this question… What are we doing to increase Accountability of our people? It should be your mission to champion the use of a performance management system to encourage execution and accomplishment of goals and objectives. Your people grow and the organization grows – what a great thing! Make Accountability a Standard Component in your management system.
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