One of the biggest challenges for managers is holding people accountable for
execution.
It starts by giving your people clear expectations – a role scorecard.
What are the company Core Values? What are the individual’s strategic action
priorities this quarter? What are key accountabilities of the role?
What number will be used to measure success in the role? What are the
consequences for achieving or not achieving the desired standards of
performance?
It then takes courage and skill to have those tough and timely conversations
when someone is not achieving the required standards. Avoiding the issue
and hoping things will get better are signs you are not doing your job as a
manager. Here are some tips from the book “Fierce Conversations” to help you master these stressful
situations.
Your Opening Statement.
Prepare your opening statement and practice saying it out loud. There are
seven components to your opening statement:
1. State what you have an issue with.
2. Share a specific example of the behavior or situation - and the implications
it causes.
3. Describe how you feel about the issue.
4. Clarify what is at stake if nothing changes.
5. Identify your contribution to this problem.
6. Indicate your wish to resolve the issue.
7. Invite the other person to respond.
Listen to what they have
to say.
Even if they say something you disagree with, resist the temptation to
interrupt. Simply listen, and then clarify for understanding. For example:
"May I tell you what I'm hearing? I want to make sure I've understood
you."
Sometimes as a manager we also need to hear some uncomfortable truths about
ourselves.
Agree what will happen
next.
Share what you have learned and make a decision as to what will happen
next. Ask for their agreement, and confirm how you will hold each other
accountable for honoring your commitments.
Remember, when managers confront poor performance (or behaviors) with courage,
respect and skill - you are honoring both parties.
Who do you need to have a fierce conversation with on your team?
Stephen Lynch
Chief Operating Officer - Global Operations
RESULTS.com
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