Unfortunately, most companies we see struggle on - month after month, without confronting the reality of their results and “banking the learnings.”  They do not take these quarterly learning opportunities to improve their strategic execution and coach their people.  

What to do about lack of achievement?

What do you do when a person has not achieved the results you agreed at the beginning of the quarter – or when someone has not fully implemented a strategic project by the due date that was agreed?

Obviously, it is important to get clear agreements from all parties at the outset e.g. “So you agree that you are willing to be held accountable to achieve this result by this due date?”  Expectations must be clear and both parties must “buy in” that the expectation is reasonable and achievable.  

In effect, a “promise” is made.  What then, if a person then does not honor their promise?  What if they achieve (say) up to 70% of the desired result?

Below is some interesting advice (paraphrased) from leadership author Art Petty :

Fire the 70 Percenters.

Provide feedback, coaching and a reasonable number of opportunities for redemption. If 70% doesn’t consistently become 100%, then you must fire the 70-percenter. Yeah, it sounds harsh. Try and build a winning team around chronic under-achievers and let me know how that works out.  I don’t care how smart they are, you need people and teams that are committed to results.

Accountability is critical.

Apply your rules of accountability fairly, visibly and evenly.  Effort is essential, but results count.  Make individual activities and outcomes clearly visible and transparent every week.  Don’t give out free passes and gold stars for trying hard and not achieving.  Yes, sometimes we fail, and that is part of learning – but do not let someone throw in the towel on their commitment, unless it is based on sound strategic decision making on your part (i.e. you choose to no longer follow a course of action).

Quit letting people and teams off the hook.

It amazes me how often leaders let people off the hook for the wrong reasons. Project setbacks, technical challenges, resource issues, or political roadblocks are not reasons to give up. This is where you earn your keep as a leader – by holding people accountable, and by living up to your obligation to help your people overcome these roadblocks.



What do you think?