Holding accountable

The ability to set clear expectations and ensure individuals and teams follow through on their commitments. Leaders who hold others accountable do so with fairness, consistency, and clarity—establishing standards, monitoring progress, and addressing gaps in performance without delay.

“On good teams coaches hold players accountable, on great teams, players hold players accountable” – Joe Dumars

Barriers to holding accountable

Avoiding conflict: Leaders often find it difficult to confront issues directly with their team members.

Inability to influence resistance: Struggling to turn around resistant employees can hinder effective accountability.

Not giving enough feedback: Leaders may not provide enough feedback to guide and correct team members.

Poor boundary clarification: Not knowing how to set and enforce clear boundaries can lead to accountability issues.

Paperwork hassles: The administrative burden associated with taking action can deter leaders from addressing problems.

Poor follow-up: Failing to follow up on issues can result in unresolved problems and lack of accountability.

Unrealistic expectations: Leaders may have unrealistic expectations that are difficult for team members to meet.

Allowing problems to fester: Ignoring or delaying action on issues can exacerbate problems over time.

Procrastination or favouritism: Delaying necessary actions or showing favouritism undermines fairness and accountability.

Avoidance of negative actions: Leaders may be reluctant to make tough decisions or take negative actions when needed.

“When a man points a finger at someone else, he should remember that four of his fingers are pointing at himself.” – Louis Nizer

Enablers of holding accountable

Give feedback: Communicate clearly where employees stand. Most problem performers are unaware of their issues due to a lack of feedback. It’s essential to provide fair and direct feedback to help them understand and address performance gaps.

Create clarity: Ensure that all employees know what’s expected of them. Outline key performance areas and indicators of success, and involve employees in setting these standards to foster self-assessment and ownership of their performance.

Set realistic time frames: Avoid unrealistic short-term improvement plans. Understand that meaningful change takes time, often up to a few years. Address issues early for the highest return on investment, and resist demands for quick turnarounds.

Plan tough conversations: Schedule and prepare for difficult meetings at appropriate times, ideally early in the week and in the morning. Be concise and direct about performance issues, focusing on specific events and their impacts.

Focus on solutions: Don’t just criticise; provide a clear improvement plan. Outline the desired outcomes and steps both parties can take to achieve them. Encourage a constructive and optimistic approach to problem-solving.

Prep for pushback: Be prepared for defensive reactions and manage the conversation effectively. Acknowledge the employee’s perspective, but stay focused on the performance issue and the need for improvement.

Handle emotions: Anticipate and prepare for emotional responses. Stay composed, avoid using absolutes like “always” or “never,” and allow the employee to express their emotions without escalating the situation.

Follow up: Revisit the conversation the next day to show support and reinforce your points. Offer assistance and maintain a positive relationship to avoid feelings of abandonment and to keep the improvement process on track.

Issuing a final warning: When necessary, give a clear last chance for improvement. Communicate the seriousness of the situation and the need for a concrete improvement plan, and be prepared to act if the plan is insufficient.

Part ways gracefully: If it comes to termination, handle the process with dignity and respect. Focus on the mismatch of the job rather than the individual’s competence, and offer assistance for future opportunities where appropriate.

“If you are building a culture where honest expectations are communicated and peer accountability is the norm, then the group will address poor performance and attitudes” – Henry Cloud

Self-reflections on holding accountable

How comfortable are you with addressing conflicts head-on: Could you explore what you might be avoiding in difficult conversations? How might your discomfort with conflict be impacting team performance?

Are you effectively influencing resistant team members to encourage accountability: What strategies have you tried to turn around resistant behaviours: How could you better engage team members who are slow to respond to feedback?

Do you consistently provide timely, direct, and constructive feedback: When was the last time you gave feedback to a team member who is struggling? How might team members’ awareness of your expectations change with more frequent feedback?

Have you set and communicated clear boundaries with your team members: In what ways do you ensure that boundaries are known and respected? Could any lack of clarity around roles or responsibilities be creating accountability gaps?

How do you manage the administrative side of accountability: Are there processes you could streamline or delegate to reduce paperwork burdens? How could administrative tasks be restructured to ensure accountability without delay?

Are you following up on commitments and issues consistently: How do you track the follow-up actions you’ve set for your team members? What might be the consequences of not following up on unresolved issues?

Are your expectations realistic and clearly communicated to your team: Have you checked with your team to ensure they understand what is expected? How often do you assess and adjust expectations to match the team’s capacity?

How do you address recurring issues before they escalate: Could there be underlying issues that you’ve overlooked by not acting sooner? How might you better monitor early warning signs of team issues?

Do you address performance issues without bias or favouritism: How consistent are you in enforcing accountability across different team members? Could you identify any patterns that might suggest an unconscious preference?

Are you prepared to make tough decisions when necessary, and how do you manage emotional responses: How do you approach the emotional side of accountability conversations? Could you improve your process for offering support and clarity after difficult discussions?

“Trust is the glue that holds everything together. It creates the environment in which all of the other elements win-win stewardship agreements, self-directing individuals and teams, aligned structures and systems, and accountability can flourish.” – Stephen Covey

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