Accountability for Results

“They knew they were behind, but didn’t speak up,” Sheila began to think out loud, assembling the events in her mind. “They worked overtime, used up materials intended for the next day. Put us further behind. And still didn’t speak up.”

Again, I asked, “Why didn’t they tell you. After all, you are the manager. And, as the manager, you were accountable for the results of the team.” I stopped. I stopped to see if Sheila noticed that I changed her story. She noticed.

“I know, I know,” she replied. “And you’re right. I told them that they would be held accountable for the results, but in the end, I’m the one in the hot seat. Believe me, my manager was pissed.”

“Let me get this straight,” I said. “You told the team that they would be held accountable for the results of the project, when you knew the accountability for results ends up with you.

“Well, you know. I always say that. I want the team to take ownership. Every manager I know, says that.”

2 thoughts on “Accountability for Results

  1. Beth Armknecht Miller

    So, is this an accountability, communications, or leadership development problem? From the brief synopsis, I get the feeling that the employees don’t feel comfortable bringing bad news to their manager. This begs the question, what is going on in the work environment that makes them feel unsafe?

    And even if they were able to be open about the status of the project, the manager not only isn’t holding them accountable, she is not coaching or developing them. She is trapped in the command and control method of management.

    Reply
  2. Tom Foster

    Beth,
    Thank you for the post. As this story continues, we will reveal one small change required (in the head of the manager) that completely changes the dysfunctions that can easily be seen. It is amazing how one small mental miscalculation on the part of the manager can create a snowball of events. Most managers miss this and the cause (though simple) is seldom uncovered or properly identified. -TF

    Reply

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