Accountability in the Workplace A Manager’s Guide to High Standards, Great Results

1. Accountability in the Workplace A Manager’s Guide to High Standards, Great Results

2. Housekeeping Roster routed at end of workshop Break/restrooms Cell phones, pagers, text messaging Evaluation sent to e-mail address Workshop counts toward new Managing at UF—The Supervisory Challenge certification Do not need to do anything to get credit; it will be given automatically based on roster in the training room

3. Today’s Objectives • To define “accountability” • As a leadership competency • To explore ways to incorporate accountability into your interactions with employees • Overall: To positively impact performance and your unit’s work culture to get great results

5. Accountability Defined

6. What Do You Think? • How do you define accountability? • Why is accountability important?

7. How Does It Compare? UF Management/Leadership Competencies

8. A Continuum to Consider

9. Accountability Continuum Lessdesirable Moredesirable Mark Samuel, Creating the Accountable Organization, 2006

10. Let’s Look at These Levels in Terms of Work Culture and Performance

11. Entitlement

12. Entitlement—Culture Little Direction or Communication From Leader Low Morale, Trust, Involvement No Recognition for Results/Outcomes

13. Entitlement—Performance Policies Aren’t Defined, Maintained Poor Performance Is Accepted No Operational Standards

14. Individual Accountability

15. Individual Accountability—Culture Individuals Recognized for Effort/Results (Fear of Reprimands) Conflicts Driven By Competition High Territorialism

16. Individual Accountability—Performance Individual PerformanceUndermines Organizational Results Policies Maintained, Standards Defined Poor Performance Addressed

17. Work Unit Accountability

18. Work Unit Accountability—Culture Cross-Functional Territorialism “We/They” Attitude Support High Within Team Individuals and Teams Recognized for Effort/Results

19. Work Unit Accountability—Performance But … Decisions May Not Include Affected Parties Policies/Procedures/Consequences in Place Poor Performance Addressed by Team and Leader

20. Cross-Functional

21. Cross-Functional Accountability—Culture High Support/ Coordination Between Functions/Teams Conflicts Between Levels Within Organization Medium to High Morale

22. Cross-Functional Accountability—Performance • Poor Performance Addressed (Except Upper Mgt Level Where Non-Performance Is Tolerated) Org PerformanceUndermined By Friction Between Levels Projects Held Up By Lack of Management Decisions

23. Organizational

24. Organizational • Any person can act as the leader to any other person, regardless of position, when it is necessary for accomplishing business outcomes

25. Organizational Accountability—Culture Clear Leadership Direction, Updated Regularly Decisions Made at All Levels/Include All Functions Conflicts Resolved Quickly Individuals and Teams Recognized for Results Frequent Communication

26. Organizational Accountability—Performance Policies/Procedures/Consequences Understood Org PerformanceAssured By “Fluid” Involvement of Appropriate Levels of the Organization • Poor Performance Addressed

27. Accountability Continuum The further removed an individual is from the organization's predominate level of accountability, the greater the pressure for that person to leave the organization Mark Samuel, Creating the Accountable Organization, 2006

28. In Small Groups • In general, what is the current level of accountability in your area? • What would you have to do to increase the level of accountability? • What would be the advantages of these changes?

29. Accountability in Action

30. Part of an Approach • Accountability • Is about high performance—not fear or stress • To help employees move from left to right on the continuum, emphasis should also include performance execution—that is, how we communicate, coordinate, cooperate • Is not about blame or “it’s your fault”

31. And … It Starts With You • Holding yourself to a standard that improves the performance of the organization • Having a willingness to be held accountable by others • Accountability Defined … Accepts personal responsibility … Expects personal responsibility from “higher-ups,” peers, and employees

32. It Starts With You “Hypocrisy exists in the space between language and action” • People deal with us based on what they think about us, not what we think they should think about us • Are we reliable? • Do we follow through on our commitments? • Are we taking time to manage/lead?

33. First, Focus on Yourself • When things go wrong, ask yourself: • Where did I fail to communicate clear expectations? • Whom did I forget to include in initial discussions? • What could I have done better or differently that may have resulted in a more favorable outcome?

34. Ten Ways to Introduce Accountability to Your Workplace… • Accountability Defined … Articulates standards … Ensures people execute at a high standard of work Mark Samuel , Creating the Accountable Organization, 2006

35. Ten Ways…

36. Ten Ways… • Accountability Defined … Is consistent … Willing to have difficult conversations when needed

37. Ten Ways…

38. Work With a Partner • Which of these are the most important, in your opinion, for creating a culture of accountability? • Which of these would have the biggest impact on getting results in your area? • Why? • Choose two

39. Language of Accountability

40. Front-Load Expectations • Begin with • Clear expectations • Outcomes • Available resources • Standards of quantity or quality • Specific dates and times • An owner/lead • Confirmed shared understanding

41. In General • Think timeline, not deadline • When the work gets done, not when work is due • Check in, rather than follow-up • During, rather than at the end • Weekly meetings, 10-minute check-ins, 90-day reviews • I know you are working on “X.” How’s it going? • What are the results so far around project “X”?

42. In General • Use “I” statements, rather than “you” • Reduces defensiveness in others • “I’m interested in …” • “I’m concerned about…” • Ask questions • “What date/time should I check in with you?” • “Who owns it? Who’s the lead?”

43. Avoid “Glossary of Failure” • Soon • ASAP • Right away • I’ll get right on it! • Later • Try • Should • Best • Might • We Why do you think these words work against accountability? Henry Evans, Winning with Accountability, 2008

44. Complications

45. Common “Complications” • Don’t let complications become excuses for not practicing accountability

46. Common “Complications” • When an employee blames others “I’m waiting for so and so or such and such”

47. Accountability Check • You can’t hold someone accountable for the actions of another • You can help your employee manage the situation by focusing on what’s in his or her control

48. Accountability Check • Focus on the task your employee can accomplish on his or her own • Consider how your employee is handling the people he or she depends upon to accomplish his or her task • If the employee’s work is being held up, spell out what needs to be done during the waiting period

49. Common “Complications” • When you’ve been accepting mediocrity for a long time “How can I raise my standards and start holding people accountable when I haven’t been doing that all these years?”

50. Accountability Check • Start with a meeting where you explain your point of view • “Starting now, I am going to enforce the rules,” for example • Blame yourself • “I have been lax. Not anymore!” • Courage! • You will get resistance • Pay attention, follow-up, and communicate!