What comes to mind when you hear the phrase “holding your team accountable”.
Probably that phrase causes a number of different thoughts to flood through your mind.
For the next two weeks, we have another one of our great Coaches, Kristin Robertson, sharing about accountability.
Take it away, Kristin!
As a manager, you want your team to perform at peak levels of productivity, excellence, and creativity. And you naturally assume that each member of your team is equally excited about and responsible toward the team’s goals. So you assign people different tasks to do, expecting the best possible outcome.
Then a deadline arrives, and the assigned team member doesn’t produce what you expected – or worse, doesn’t produce anything at all, missing the deadline completely. You naturally blame the team member for being lazy, incompetent, or worse.
Stop. Often, it’s not the employee’s fault for missing the deadline. It could be yours.
Typically, the problem lies in how you assigned the project or task. Did you describe the desired outcome? Did you lay out the steps needed to get there? Did you assign a deadline?
Help is here in the form of a delegation checklist. Let’s start with a few tips now, and then check in on a few more next week!
This is something you can use to assign tasks to your team members and hold them accountable to quality standards and deadlines:
- Communicate the purpose of the project/task
Describe to your team member the overall purpose or objective of the project. For example, if you’d like Susie to purchase a new copier for the office, you’d say, “Susie, the purpose of this project is to replace the old copier and ensure that the team can make clean, readable, and inexpensive copies on a reliable machine.”
- State the mission and core values the task supports
Explain how this task supports your goals & objectives and upholds the core values of the organization. It might sound like this, “This will 1) help save time and money, supporting our core value of company growth, and 2) reduce stress on our workers, supporting our core value of taking care of our employees.”
- Explain the results you expect
Clearly describe the results you expect. What are your criteria for successful completion of this project? How will you measure the results and what metrics do you expect to achieve? In our copier purchase example, you might say, “Susie, I need better-looking copies, a reliable and easy-to-use machine, and the cost over 5 years should be less than what we pay now.”
In this step, be sure to use follow-up questions to ensure understanding. You might ask, “Susie, how would you state the problem we’re trying to solve and the success criteria for this project?”
So, try these out and let us know what works for you!