From the Ask Tom mailbag –
You seem to think that when the manager is held accountable for the output of the team, it’s a game-changer. You seem to think this one idea has a significant impact on morale.
Mindset drives behavior. This is a central premise to culture. What we believe, the way we see the world, drives behavior.
When a manager believes the team is accountable for their own output, it creates a punitive, blaming mindset on the part of the manager. I often hear the refrain from one manager to another, “Well, did you hold them accountable?”
And I have to ask, “Accountable for what? And just what managerial behavior is involved in holding them accountable?”
Is it a matter of reprimand, jumping up and down and screaming? Is it a matter of volume, frequency? If I told you once, I told you a thousand times. At that point, I am convinced that I am talking to a manager who has no children.
Managers who engage in this behavior have a direct negative impact on team morale. Response is predictably fight, flight, freeze or appease.
But, when the manager is accountable for the output of the team, everything changes. A manager accountable for the output of the team will –
- Take extreme care in the selection of who? is assigned to the project.
- Will take extreme care in the training of team members assigned to the project.
- Will take extreme care in the work instructions for the project.
- Will take care to monitor the progress of work on the project.
- Will take care in the coaching of team members who may struggle in connection with the project.
Why? Because the manager is accountable for the output of the team. The attitude, the mindset, moves the manager from blaming behavior to caring behavior. If this becomes the mindset of all the managers, the entire organization’s culture changes. We don’t need sensitivity training, or communication seminars. We just need to fix accountability.