Category Archives: Accountability

Value of Accountability

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“If you are not a psychologist, how do you interview a person for values?” I asked. This conversation started with a post a couple of days ago, but now, I am sitting with Norman, who is working on precisely this issue.

“We have used those profile things before, but I find as soon as I get someone to take the test, the entire hiring decision gets based on it. The hiring manager is always scared to go against the test. I would love to know how to interview someone for their value system,” said Norman.

“First, you have to play to your strength as a manager, someone who knows the difference between positive behavior and negative behavior. What value would you like to interview for?”

“How about, taking responsibility for your own performance, owning up to your mistakes. I guess the value is accountability,” replied Norman.

“You have already completed the first step,” I said. “When you described the value of accountability, you gave an example of a behavior, owning up to your own mistakes. That is the first step in interviewing for a value, translating it into a behavior. Once it is a behavior we can interview for it. Here is how it sounds.

“Tell me about a time, in your position, working on a project, where a mistake was made. How was the mistake discovered? What impact did the mistake have on the project? How was the mistake explained to the customer (or the manager)? How was the mistake rectified? What was learned from the mistake?

“All of the questions will lead you directly to the value of accountability, yet they are asked from a management perspective (rather than a psychological perspective). Play to your strength as a manager.” -TF

Enthusiasm and Discretionary Effort

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From the Ask Tom Mailbox

Question:

How can I, as a co-worker, get more attention to detail and productive effort from this new person in my department. She doesn’t report to me, but I request a number of projects from her each day.

Response:

This is a follow-up to the last couple of days. Tuesday, we talked about authority and power. Yesterday, we talked about authority and its inability to influence things like energy, enthusiasm and discretionary effort.

Repeated desired behavior only comes from positive reinforcement. You have the power (notice I said power, not authority) to create those conditions of positive reinforcement. However, here is the important insight. This positive reinforcement must be meaningful. My guess is, no manager has taken the time to find out what is important to this new team member. No manager has ever sat down to discover her interests, hobbies, passions or pursuits. It is only when those connections get made, that progress toward discretionary efforts will occur.

So, what to do? If you want to see productive effort, you have to discover these things. I suggest a Mineral Rights conversation . Take this person to lunch and find out what makes her tick. It is only with this information that you will be able to create a meaningful environment to gain that discretionary effort. -TF

Your Company May Have It Right

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More from the Ask Tom mailbag.

This story continues from yesterday’s question where a team member with no supervisory authority is left to request production from another team member. We focused on the difference between authority and power, acknowledging that, while a manager may have the authority to direct a project, the team member ultimately has the power to control the speed and quality of the execution.

Response

“But your company may have it right. The fact that your team mate reports to another manager may be perfectly appropriate. Though you depend on this person, the relationship is not one of accountability, but one of interdependence. This interdependence is very real.

“The bottom line is that it doesn’t matter whether the relationship is one of accountability or one of interdependence, the team member still has the power to control the speed and quality of the execution.

“The accountability authority you seek has little to do with influencing enthusiasm, energy and discretionary effort. Discretionary effort comes from a positive decision on the part of your co-worker. You do not need authority to create the conditions for this positive decision.

Tomorrow, we will tackle how to create those conditions and what to do first. -TF

Vegetables and Power

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Question:

We have a new person in our department. As the project manager, I request many work elements from her each day, however, she reports to another manager in the department. I feel there is a lack of accountability and attention to detail in much of her work, which requires me to follow-up and complete many of these work elements. Her manager seems too busy to notice how low the productivity is from our new team member. I think it would have been better to have this person report to me, but that is not the way she was assigned. Any suggestions?

Response:
You are in a classic dilemma, where you are dependent on the production and work of another person yet have no authority to hold this person accountable for performance. There are two things to consider, both of which land you in the same place. We will talk about one angle today and another tomorrow.

Organizations often have reporting alignment mismatched. You depend on this person, yet have no authority to hold this person accountable. Even in this misalignment, you may need to understand the difference between authority and power. Even if you did have the authority to hold this person accountable, this person still has the power to decide whether the work will be completed and to determine its quality.

It is like a parent who has the authority to issue a policy about vegetables that will be served for dinner, however the child has the power to determine whether broccoli will indeed be eaten.

So, even if you did have the authority, this person still has the power. More tomorrow. -TF

Whose Decision Is It?

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Victor was staring at the floor, head cupped in both hands. “What a stupid decision.” He was quiet. I was quiet. Silence can do a lot of heavy lifting.

Finally, he continued. “I want to involve my team in decision making. But when we take a vote, they often make the wrong decision. As their manager, I feel like a heel, going against their vote. But I don’t want to let them do something stupid and waste a bunch of time.” He lifted his head.

“Victor, first, do not let them vote. Between you and your boss, who is accountable for this decision?”

“Well, I am,” he said.

“If you are held accountable for the decision, then you have to make the decision. You can involve your team, ask them for input, but you are the manager, the decision is yours to make. Here is what this sounds like to your team.

“Hey, Team. As your manager, I have a decision to make. This is an important decision and will have an impact on every team member here. So, I want to you to help me consider all the angles. After I consider your input, I have to make this decision. When I do make this decision, I will need your support and your full efforts to make this happen. So, who has the first idea?

“Victor, understand, people will support a world they help to create, even if it is not totally their idea. You should involve them, but the decision is yours. And you will be the person I hold accountable.” -TF

State of Confusion

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“I just don’t understand,” said Chris. “Our productivity is on a downhill slide and when I walk the shop floor, not a single person seems to know what is going on. They all seem confused.”

“And who is responsible for the confusion?” I asked.

Chris stopped. He was hoping the answer had someone else’s name on it.

“Chris, high productivity does not come from a state of confusion. One of the most important activities of a manager is to create crystal clear expectations. Ambiguity kills productivity. So, what are you going to do?” I asked.

Chris’ mind began to churn. “I guess I am going to start by having a meeting to make sure everyone knows what is expected.” -TF

Nail Down the Outcome

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“Can you take a look at this job description?” asked Stan.

He slid the paper underneath my nose. It was well organized into different Key Result Areas. Each area contained descriptions of tasks, activities and responsibilities.

“What is the desired outcome in each Key Result Area?” I asked.

“What do you mean?”

“Well, the problem with most job descriptions is that they tell you what to do, but don’t tell you how well something should be done, or by when. In each Key Result Area, what result does your manager expect?”

“I’m not sure,” replied Stan.

“If you can nail down the expected result, you will find this job description much more useful. Go spend some time with your manager and find out. I want to see an outcome connected to each Key Result Area.” -TF

Integrity with Yourself

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“Everyone says they have integrity, but I have to tell you, when Roger was talking about how he managed to skip out on the maintenance fee in that contract, I got a queasy feeling.” Alice was having difficulty even talking about this. “I know it was only a $130, but he was so proud that he was able to beat the vendor out of his money, I don’t know, it was just weird.”

Every agreement you make with other people, you are ultimately making with yourself. When you cheat other people, you ultimately cheat yourself. When you break a promise to yourself, you teach your brain to distrust your intentions and your behavior. You begin to sow the seeds of self doubt. You undermine your strength and integrity.

Every agreement you make with other people, you are ultimately making with yourself. When you keep your agreements with other people, you teach your brain to trust your intentions and behavior. Agreements you keep with yourself, that are invisible to others, are the most powerful because they are pure. They sow the seeds of self confidence. You build on your strengths with a foundation of integrity. -TF

HR’s Budget

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“How important is the role of HR in a growing company?” Last Friday, I conducted our Hiring Talent workshop, which generated a number of thoughtful questions.

How big is your company’s payroll? In dollars? That’s how important HR is. The HR person is in charge of your company’s acquisition, training, development and human productivity. HR’s budget isn’t your training budget, or the salaries of your HR personnel. HR’s budget is your entire payroll cost.

So, if you have a company of 80 employees and an annual payroll of $2M, then HR’s budget is $2M. I look to your HR person to actively be involved with your managers, constantly asking how this person or that person is performing. This is what I want to hear from your HR person.

Does this person need training? Is that person ready for a new assignment, more responsibility? Does this person need to be replaced? Because I have two candidates in the wings you should take a look at.

That’s how important HR is in a growing company. -TF

Focus on Outcomes

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“They told me they wanted me to take on more responsibility, but Curtis, my boss, still micromanages everything I do. Even though I have a new title, I can’t even send a confirmation letter without him changing it before it goes out.” Roger was trying to be a sport about things, but he was frustrated with his new promotion.

“It’s a tough situation,” I said. “Many managers in Strata III love to do Strata II work or even Strata I work. One reason is they like doing that work. It gives them a sense of accomplishment.

“Your question, however, is what do I do? First, sit down with Curtis and work on your job description. Make it crystal clear what you are responsible for and what outcomes have to occur each day, each week and each month. Ask for regular meetings every couple of weeks with an agenda to specifically discuss those outcomes. This exercise will not only refocus you, but refocus your manager. -TF

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