Holding people accountable for performance
11-Feb-2010
Many business leaders complain about a “lack of accountability” in their company. Indeed, accountability is one of the major pillars of effective business execution.
A good starting point is to clearly document the performance standards for each role - namely:
- The key outcomes that each role is accountable for
- The Key Performance Indicator (KPI) number(s) that will be used to measure successful performance in the role
Every role should have at least one tangible measure of successful performance - ideally one that can be tracked every week (or at least monthly).
Assuming you have recruited the right person for each role who; (a) “fits” with your company Core Values; and (b) has the necessary competencies to succeed in the role - the onus is now on the manager to provide the necessary training and support – AND to hold the person accountable for meeting the required performance standards.
This is where many managers struggle. Accountability requires the discipline of giving your people regular feedback on their performance. We recommend this is done every week.
Every week KPI performance must be measured, and the execution of key action priorities tracked. Dashboarding software makes this easy.
Every week, when your people execute their agreed action priorities and meet their KPI targets - the consequence should be that they receive genuine praise from their manager. Good performance must be recognized and reinforced.
Poor performance must also be confronted every week. If there are no consequences, the manager is implying that poor performance and lack of accountability is acceptable. The consequence should be that both the manager and the employee discuss the poor performance, identify the cause, and agree the specific actions that both parties will take to improve the results before the next weekly meeting.
Holding your people accountable for performance “early and often” drives effective business execution. It helps prevent poor performance from becoming the norm - and (where appropriate) aids the removal of poor performers from your team.
Are you good at holding your people accountable? What are the consequences for failing to perform in your company?
Stephen Lynch
Chief Operating Officer - Global Operations
RESULTS.com
Comment