The Accountability Guy®
Uncertain about how to improve accountability at work? Managers may avoid the subject if they find it upsetting. Teams occasionally go through so much change that meeting productivity goals becomes secondary to helping everyone get through their difficulties.
However, it is detrimental overall to not be intentional about workplace accountability. It’s harmful to workers who might question whether or not they’re giving enough effort. Consider a salesperson who, while not discussing it with a boss, rarely achieves a monitored sales objective.
Additionally, a lack of accountability at work conveys to your workers the idea that standards aren’t really that important.
Discover your Accountability Score and increase the probability of smashing your GOALS and Getting Sh!t Done!
Many people define accountability in terms of what it isn’t: attempting to “catch” employees in the act of breaking the law, reporting coworkers, or establishing stringent regulations that are applied in a punishing manner.
This negative strategy promotes a reactive cultur of “management by rules” rather than cultivating a proactive environment of responsibility. Yet there is a better approach.
Establishing and upholding a single expectation among employees at work requires a clear understanding of the mission, values, and objectives of the organization. Employee responsibility refers to making all levels of employees—from hourly part-timers to C-suite executives—responsible for achieving organizational objectives.
Almost every facet of work can be impacted by how your team handles accountability.
Accountability helps teams collaborate more efficiently and develops stronger working relationships. It also increases job satisfaction. It gives ICs greater control over their work and encourages better teamwork because everyone knows they can rely on one another to get things done. Teams who have mastered team accountability have stronger performance talks and hold one another more supportively accountable. It motivates people to do more and perform better, and it is inextricably related to outcomes (and revenue). Companies that engage their employees perform better than their rivals, which can lead to a 21% increase in profitability.
Despite these facts, many teams continue to have trouble strengthening their employee responsibility muscles.
Managers frequently link control with accountability. As a result, managers may use techniques like the following to guide their staff members toward goals:
However, that is not how real workplace accountability should operate. An individual must first be responsible for themselves before they can be held accountable to a group. Accountability is an internal task that needs to come from a personal place. Additionally, a manager cannot create intrinsic motivation in a worker.
But as a manager, you can make sure you’re holding yourself accountable to your staff, running smooth operations, and setting a good example. By concentrating on these elements, you may guide your team members and inspire a greater responsibility in them.
Reward systems and sanctions must be discussed while discussing accountability in the workplace. Improvement is the only goal of accountability, and you cannot achieve improvement without rewards and penalties.
Employees won’t alter their behaviour unless they are motivated by rewards or intimidated by consequences. Your employees will view accountability as a fraud and their performance won’t improve if you don’t take appropriate measures.
An incentive, a pat on the back, or some words of support are all acceptable forms of reward. Contrarily, you can discipline staff members by removing incentives from them or reprimanding them verbally, but please be careful to avoid showing them any disrespect and limit your criticism of their work.
Although it might seem simple, understanding what your teammates expect from you in the first place is necessary before you can fulfil those expectations.
Say you ask a team member to “finish the project as fast as feasible and to the best standards.” This has a number of drawbacks. To start, you’ll probably get five different replies if you ask five people what “to the highest standards” implies. For some, it might include giving attention to accuracy and fine detail. For others, it entails doing the task quickly and nimbly rather than perfectly. When used with “as soon as possible,” the same issues arise: when does it mean immediately, tomorrow, next week, or perhaps this quarter?
It is your responsibility as a leader to promote learning so that workers are aware of their responsibilities. Even though creating an accountability culture is not simple, it is not difficult either.
Just determination and a good attitude are needed to make the change acceptable to the workforce. Accountability must be portrayed in a way that permeates your organization’s culture. In the long term, it will help you develop your staff members into leaders, producers, and workers who are more dedicated to their jobs.
Learn more about Accountability in the workplace.
In the fields of leadership, personal development, and responsibility, Darren Finkelstein, popularly known as The Accountability Guy®, is a shining star. His story is one of perseverance, self-reinvention, and the deep metamorphosis he has attained by elevating responsibility to the status of superpower.
Darren has carved up a remarkable career for himself as a dynamic author and speaker, international accountability coach, advisor, mentor, and mentor that cuts across borders and industries. His influence extends beyond New Zealand and Australia to the many cultural contexts of Europe, Asia, Latin America, the United States, and the United Kingdom.
Darren has emerged as a key figure in the lives of high-achieving individuals and teams thanks to his creative coaching courses, which help them reach their objectives and realize their full potential. Darren’s bestselling book “The Accountability Advantage – Play your best game,” which establishes the foundation for his lessons, is at the center of his methodology. As interest in his next book, ‘NO’-Building a life of choice without obligation,” which is due out later this year, grows, Darren never stops inspiring and encouraging people with his distinct perspectives on accountability.
Darren uses a simple but effective method: Get Clarity on what needs to be done first, Get Started on what needs to be done next, and Get Sh*t Done by knowing what needs to be done more of. Under Darren’s leadership, this strategy has helped innumerable people and groups burst their objectives like glass piñatas, unleashing their aspirations and utilizing the accountability superpower.
As Apple Australia’s Manager of Commercial Markets during the ground-breaking Steve Jobs era, Darren made a substantial contribution to the company’s history. Afterwards, before beginning his coaching and mentoring career, Darren and his business partner successfully sold and exited their lifestyle companies. Darren’s depth as a coach is enhanced by his rich background, which combines technological understanding with innovative accountability techniques.
Darren Finkelstein provides hope and a road to success for people who want to use accountability to improve their personal and professional lives. Accompany him on this transformative quest to accomplish the remarkable. Read Darren’s full Bio here:
Read Darren’s full Bio here: https://tickthoseboxes.com.au/
Know what to do first
know what to do next
know what to do more of
"You can't buy happiness, but Getting Stuff Done is pretty much the same thing"
Copyright Darren Finkelstein 2022 | Privacy Policy | Terms and Conditions
