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Leadership/Managerial Excellence/Employee
Motivation
The
Rules of Accountability—
From the Organization's Top to Bottom
By
Christine Corelli
"It takes much more than a great product
or service and a smart competitive strategy to be successful in today's business
world. Instead, success requires the concentrated effort and support of everyone
in your company. Your entire work force be must accountable, not only to management,
but also to each other. When your people are accountable your organization will
have a competitive edge.
Why is accountability so vital?
Accountability throughout the entire organization is critical to its success or
failure. All executives, managers, supervisors and, even staff, are responsible
for the final outcome of the company. Since any effort is only as strong as its
weakest link, the savvy organization depends upon and enhances the ability of
its people to work together and to share accountability to achieve its short and
long term goals. Smart companies know that in this economy, accountability is
necessary for its prosperity and survival.
Accountable organizations are
productive because employees work together with a shared vision toward a common
goal. This culture gives the companies the competitive edge while increasing the
opportunities for long term business growth.
Accountability—harder
than it looks
The challenge for many organizations is to communicate
the importance of accountability, as well as to create an acceptance of the concept.
Today, this is often referred to as "buy-in."
Unfortunately, sometimes
employees and managers don't fully understand its meaning. In simple terms, accountability
means that employees will do what needs to be done, do it well, and will ultimately
take ownership for their role in the process. In essence, they will act as though
it is their company and will routinely practice "entrepreneurial thinking." They
will work together as a team, are supportive of one another, and display initiative
beyond their job description. Most important, they will work together for the
betterment of the organization; they understand that they not only answer to management
for their performance, but also to each other. They hold their colleagues accountable
for their attitudes, as well as their level of internal and external customer
service.
Proving yourself by being accountable
If you are
not in a management position, but want to make yourself valuable to your company,
demonstrate accountability to those around you. If you are in a leadership position
and want to instill a culture of accountability in your company, you need to create
an understanding and acceptance of accountability as a vital part of your culture.
The following are basic guidelines for assuming an "accountable" attitude:
Actions of an accountable leader:
- Take responsibility for positive results
- Communicate your vision, mission,
strategy, values and goals
- Implement change necessary for
survival and success
- Take ownership to handle and solve
problems
- Consistently seek ways to be a better leader
- Know you are liable for final results
- Consistently strive
for a flawless customer experience
- Recognize and build
talent
- Execute your competitive strategy
Actions
of an accountable sales pro:
- Take the initiative
to possess industry knowledge and superior selling skills
- Be a master of your product or service and an expert in your industry
- Work harder than your competitors to build relationships
- Be a trusted advisor, and the "Go-To" person to your customer
- Take responsibility for the sales results
- Understand that,
while sales may play the starring role, others are working hard behind the scenes
Actions
of an accountable employee:
- Support the organization
and its various teams
- Participate actively on a day-to-day
basis
- Ensure that your voice is heard when issues arise
- Never assume a "not my job" attitude
- Look for opportunities
to be creative in your job
- Provide exceptional service
to your team as well as your customers
The Rules
of Accountability
1. Define the meaning of accountability to your
staff and ask them what it means to them.
2. Clarify the areas in which
people will be held accountable. Expectations must be stated in a specific and
clearly differentiating manner. To accomplish this, you must define precisely
whatever old behaviors or attitudes must be abandoned, Then, define precisely
what new behaviors must be exhibited on a consistent basis.
3. Be prepared
for confrontation and conflict. Many managers prefer to avoid making their subordinates
(and themselves) uncomfortable. Failure to confront poor performers or people
with negative attitudes (if you have read my book, "Wake Up and Smell the Competition,"
I refer to them as "Slackers") can stifle productivity. If people are not held
accountable for their job responsibilities and their interaction with managers,
customers and coworkers, service excellence cannot exist.
In your efforts
to establish accountability, keep this in mind: you will never succeed if your
people are not made to feel valued by being treated well. Management must consistently
model fairness, integrity, leadership, and concern. Unfair treatment destroys
morale. Your leadership team must be extraordinarily responsive to the needs of
your people. In addition, the company must do everything it can to help employees
in their jobs. Treat them with respect and appreciate their efforts on a daily
basis. Then, you will be able to sustain the momentum you need to maintain a culture
of accountability and service-excellence throughout your organization.
Being accountable—not just a way of work, a way of life
There
is no real mystery when it comes to acting in a responsible, accountable way.
It is something everyone has been trained to do all his or her life. Responsible,
mature actions must simply move beyond everyday life and into the work day. The
rules of accountability may sound familiar, but they are so often forgotten when
management and staff operate within the stress of today's business environment.
Let's
not forget to:
- Always follow through. Do what you say
you will do, when you say you will do it.
- Always be aware
of the big picture—the company's goal.
- Take responsibility
for your attitude—to your colleagues, your job, and your customers.
- Your company needs your ideas and creativity. Strive to show initiative beyond
your job description.
And finally, always treat others
as you would like to be treated.
Need a great speaker on this topic?
Contact Christine cc@christinespeaks.com
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Visit Corelli's Commentaries for more articles to help you and your business!
Christine is best known as the author of the popular books,Wake
Up and Smell the Competition and The
ART of Influencing Customers to BUY From YOU. As a keynote speaker,
conference speaker, and sales trainer she is superlative in her field. Her impressive client list includes Fortune 100 corporations, prominent national associations
and literally hundreds of mid-sized and small businesses.
To learn
more about Christine's books, keynotes, seminars or consulting, please contact:
Gene Leigh, Director of Marketing: gene@christinespeaks.com
or call (847) 581-9968 |
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