This week we were talking about accountability and one of my clients said “That’s great, but what happens when you give them the assignment, tell them the date you want it and they still don’t deliver on time?”
I get it. You start to think you just aren’t being clear. So you restate it until you are blue in the face. You inquire about status, ask them if they have any questions, elaborate on the assignments and still, milestones are not being met.
Accountability isn’t a one and done activity. It’s a culture built over time and some people just won’t adapt. But in the beginning, it’s way too early to determine that it’s a mismatch between person and position. So, the best thing to do is ask the team why milestones aren’t being met. Explain what you are trying to create and why, then ask what is going on that isn’t visible to you. For example:
“Over the past few months, I’ve been trying to save us from the last minute panic of finishing up quarterly forecasts by meeting milestones along the way. Unfortunately, I’ve noticed that these deadlines are not being met. Can you help me understand what obstacles you are facing?”
Then sit back and let the team talk. Don’t solve, just listen. Get really curious. If they say that the day to day work is getting in the way, dig deeper. Your only job at this point is to gather data by asking questions like:
What does that mean?
What is the work?
How much time do they spend on it?
What strategies have they tried?
What was the result?
What do they believe you could do differently to ensure the work gets done on time?
What do they believe should happen if the milestone is missed?
I find that when people feel heard and the discussion is truly collaborative, amazing ideas can come out of it. Yes, I know your brain will want to solve the problem or steer the discussion in one direction or another, but resist the temptation. If the solution is developed by them, they are much more likely to own it going forward.
At the end of the discussion, come to an agreement on next steps. If there are obstacles to be removed that require your action as the manager, put the work on your calendar and make sure you follow through by the timelines agreed on. Set the example for accountability through your own behavior.
Finally, monitor the situation going forward. If certain individuals continue to have trouble, determine whether they are lacking the skills to perform the work or the desire to perform the work. If it’s skills, provide the appropriate training or mentoring so they can develop the knowledge to perform in their role. If it’s desire, follow the appropriate processes to set clear expectations and manage them appropriately. Be willing to let them go if they simply aren’t willing to do the job you have available for them.