The Continuing Quest for Accountability -Part III Starting Down the Path to Greater Accountability

[Editor's Note: True Accountability can be the biggest impediment to strong results in a company. In Parts I and II in this series , we asked the questions: "Is a Lack of Accountability a Problem in My Organization?" and "Am I Part of the Accountability Problem in My Company?" In this issue, we explore how to start down the path to improve accountability at your company. I hope you find this useful. -dpm]

 

The Continuing Quest for Accountability -Part III

Starting Down the Path to Greater Accountability

Over time, as organizations grow, certain norms become ingrained into the culture. In early stages, decision-making can be centralized in a few hands with key people wearing many hats. This is essential to being successful in small early-stage organizations. As organizations grow and people are added, decision-making, "ownership", and accountability need to change as well.

If decision-making, ownership of decisions, and accountability doesn't change, it can lead to a culture of losing. What happens if decision-making, ownership of decisions, and accountability doesn't change? We see this with many Mead Consulting clients. Many times the senior people (including CEOs and business owners) have difficulty letting go. They are the "smartest guys (gals) in the room." They continue to want to influence all decisions, not trusting those lower in the organizational structure. Over time the middle managers and employees become conditioned to "delegate decisions upward." Decisions, projects, new products, etc. are not owned by individual employees, but become the province of the senior managers. Some of the symptoms are micro-managing, lack of commitment to goals, missed deadlines, poorly designed products, missing sales forecasts, and a general apathy among employees. 

Performance in these companies suffer, strong performers leave. In a number of these companies, a fatalistic culture of losing ensues. No one really feels that they have the power to change things. Ouch!

Cultures take about 3 years to become reinforced. We saw this during the 2008-2013 period when companies hunkered down, rewarded cost-cutting, and became risk- averse. When the economy started to rebound many company cultures had become so risk-averse that they missed opportunities - or were too timid to take advantage.

When belief biases have set in, it can be very difficult to get employees to buy into change. With companies with a culture of a lack of accountability, there are significant headwinds encountering change. Some of this is related to "Belief Bias." Because people have not seen positive change, they do not believe it is possible. Certain negatives have become accepted beliefs or truths over time. Some examples of belief bias in product companies are: "you can't accurately predict what customers want in a new product - it's a crapshoot"; "You can't plan production;" "Downtime is a fact of life"; "Management doesn't care/doesn't listen"; "We can't make money doing this"; "Oh Boy. Here comes yet another initiative"; "We don't know how what we do matters."When belief biases have set in, it can be very difficult to get employees to buy into change.

How can you begin to change a culture of a Lack of Accountability? It isn't about words, or slogans. You have to begin to change beliefs - with positive experiences that actively demonstrate a new way of operating. It starts at the top - with you - and the senior leadership. Pick a couple of problem areas and get started (Some of these are listed in Part II- Am I Part of the Accountability Problem in My Company?). You have to create new, positive experiences that build the accountability culture. It requires commitment and repetition, repetition, repetition. Remember, they have probably heard hollow words or seen abandoned programs or initiatives before, so it will take time before the employees believe in the new ways.

Don't waste time strategic planning or planning for 2019. It will do little good to establish strategies, action plans, and metrics. Without accountability, the results will be more of the same - disappointing results. The data shows that companies with true accountability greatly outperform those with a lack of accountability. Don't let another year go by. Neglecting the next steps in your company's growth and maturity can be very short-sighted. You need to have your company firing on all cylinders.

Need help? The Mead Consulting Group has helped many companies achieve greater accountability...and better results.    Contact me to discuss how we can help you do things a bit differently this next year.

Am I Part of the Accountability Problem in My Company?

[Editor's Note: True Accountability can be the biggest impediment to strong results in a company. In our last issue we asked the question:

"Is a Lack of Accountability a Problem in My Organization?" In this issue, we continue to explore why accountability may be lacking in your company.]

The Continuing Quest for Accountability -Part II 

Am I Part of the Accountability Problem in My Company?

As leaders of businesses and organizations, we typically think of ourselves as ultimately accountable for the results and success of the organization. We likewise think we hold managers and other leaders in our organizations accountable as well. But...is it possible that the culture we have created actually results in a lack of accountability?

Consider the following behaviors and ask yourself, not only how well you do these, but also, how well you encourage these behaviors in your business?

• Do you actively obtain the perspectives of others?
• Do you communicate openly and candidly?
• Do you actively ask for and offer feedback?
• Do you learn from both successes and failures?
• Do you act on the feedback you receive?
• How well do I align the each employee's work with the key results?
• Do you value loyalty or tenure more than performance from employees?
• How is the collaboration across functional boundaries in the organization?
• Do you always do the things you say you'll do?
• Do you track progress with reporting that is proactive and transparent to the organization?
• Do you actively build an environment of trust?

Some business owners think that setting up and tracking metrics from their managers is accountability and do not acknowledge the importance of the above list of attributes. Some business owners or CEOs we have worked with respond with automatic "Yes" responses to these questions. Some suggest that this is "Management 101." The truth is that we find at least several of these behaviors or attributes lacking in many companies and in many business owners or CEOs. In order to get the best results in your organization, every employee needs to feel personal responsibility and accountability for the results. Can you say that exists in your organization?

Submit yourself to some self-reflection. Ask your managers how they honestly think you score on these questions. You might be surprised that others perceive you differently than you perceive yourself.

If you want to change the results in your business, you need to change to a culture of accountability. How does that change start? 

In the end...it all starts with you.

Don't let another year go by. Neglecting the next steps in your company's growth and maturity can be very short-sighted. You need to have your company firing on all cylinders. The Mead Consulting Group has helped many companies achieve greater accountability...and better results.   Contact me to discuss how we can help you do things a bit differently this next year.

The Continuing Quest for Accountability - Part I Is Lack of Accountability a Problem in My Organization?

[Editor’s Note: For over 25 years, Mead Consulting has been conducting assessments at client companies to identify barriers and challenges to growth to the next level. Lack of true accountability continues to be the most frequent issue. I thought it might be useful to address accountability in this article. If you are beginning your planning cycle, a lack of accountability may impede your progress              – dpm]

The Continuing Quest for Accountability

Part I – Is Lack of Accountability a Problem in My Organization

Speaking with a new client recently, the CEO asked me to identify the most frequent problem we see with our new clients. I responded, “Lack of true accountability.”  He seemed skeptical and suggested that we wouldn’t find that to be true at his company. So I asked him, “Does every employee feel responsible for the company’s success and know what their role is in ensuring that success?”

It occurs to me that people have become numb to the meaning of the word, accountability, and that it always seems to apply to everyone else, some other department, etc.  –“They need to be more accountable for results.”

What are some of the attributes in an organization lacking accountability?

Do any of the following look familiar?

·    Unclear Vision and Direction: Employees do not know the keys to company success – or they all have different views as to what they are.

§  Goals may be unclear, confusing,  or there are too many different goals

§  “We keep adding initiatives and projects and never take anything off the list.”

·   Micromanaging or Command and control: Employees do not feel they have control over how to deliver results

· Lack of Job Understanding or Training: “I have never been shown what is expected”; “I didn’t receive any training”

·   “I don’t know where to go for help”

·  Undervalued: “No one cares about my opinion.” People do not feel their opinion is valued – that is, every employee

·  People do not feel comfortable delivering bad news such as the “project is behind schedule” or “we have a major quality problem.” So they ignore or sugarcoat things.

·   People do not feel trusted.

§  “I am not confident my efforts will be rewarded”

§  “I suspect that my manager (the company leader) may take advantage of me”

§  “I question my manager’s (the company leader’s)motives”

§  “I am sure they will take credit for my accomplishments”

· Departments do not cooperate with each other; We constantly practice the “blame game”

·  Employees are Not Engaged - Employees do just enough to get through the day

Be honest. Do you recognize any of the above in your company? On the long personal and organizational “to do” list, accountability should be at the top of the list.  Lack of accountability can paralyze an organization and prevent it from moving forward.  If you see a fatal flaw in yourself, your current leaders, or your organization in any of the above, you should address it immediately.

In the next issue, we will address how to develop a culture of accountability and personal responsibility. Hint: It begins with you!