In their book, “All In,” co-authors Adrian Gostick and Chester Elton point out the following:
A lack of accountability is one of the most corrosive elements of ineffective work cultures. It shows up in many ways: people failing to take responsibility, missed deadlines, errors in judgment, misunderstandings, overpromising, personal failures, petty disagreements, unfair expectations, and a marshmallow mound of “should have’s.”
Thoughts Joe and Wanda?
Joe Kerr: I find that my dysfunctional misfits are much more accountable when I threaten to tear them a new one!
Wanda B. Goode: What the authors say about holding people accountable (that is, fixing the problem above), is spot on as well. It’s not just about negativity and blame.
Holding people accountable is much more than criticizing them. It’s about assigning responsibility with realistic goals, evaluating progress, and making positive course corrections at milestones, removing obstacles, and closing the loop by celebrating successes and honestly and openly evaluating misses.
Of course it takes time and effort to do that. As managers, we are stewards of the culture. It’s up to us to choose to improve by putting in the time and then reaping the rewards for doing so.
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