From the Ask Tom mailbag –
I was recently promoted to a manager role. Our company is really big on accountability. My first big challenge is holding other people accountable. I seem to stand by in a dream land watching a team member underperform or make a mistake. I point out the mistake, but that doesn’t seem to solve the problem. The mistake is made again. And, now my manager is telling me that I don’t hold my team accountable. Short of throwing a temper tantrum, what am I supposed to do?
Most companies get accountability backwards. A technician on your team makes a mistake, and your manager expects you to hold that technician accountable. It is YOU, the manager, that I hold accountable, for the output of your technician. You picked the technician for that assignment. You provided the training. You inspected the quality of the training. You provided the tools. You created the work environment. You provided the coaching. You provided the materials. As the manager to your team, you control all the variables around that technician. It is you I hold accountable for the output of the technician.
So, if the technician makes a mistake, what are the variables that you control? What changes will you make? How will you manage the risk in this task assignment? The source of all accountability is self-accountability. What are YOU going to do? -Tom