Category Archives: Accountability

Out of Sequence

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“I’m having a tough time with my team, struggling to meet the project expectations I set for them,” Sheila explained. “It seems they have different interpretations of the project deliverables, a bit of confusion, making it difficult to nail down accountability.”

“So, tell me what you told them?” I said.

“We had a team meeting about the project, making the message consistent to everyone on the team, so, I’m not sure how people got off track. I’m not even sure how what they are thinking, I just know each of them has a different take.”

“How so?” I pressed.

“It looks like everyone started at a different place in the sequence. This is a linear project with specific steps, one after the other. But, one person is starting on step three and another on step eight. They told me they were trying to think ahead, so when we got to that step, it would already be done.”

I wasn’t skeptical, but wanted to more detail. “And, the problem is?”

“Step three depends on the outcome of steps one and two, it’s a dependent step. We might even be able to skip step three depending on how steps one and two turn out.”

“And, I am sure you clearly described this?” I smiled.

“No, I just assumed the team would figure that out,” she explained.

“So, if you had to do the meeting over again, what would you, as the manager, do differently?”

Gauge the Risk

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Aaron was in a pickle. He was a firm believer that, as a manager, delegation was his most powerful people development tool, but he was uncomfortable with the possible outcome. If this delegation failed, it could be disastrous. His dilemma was “who?” Who should he pick to head this project?

His top gun was reliable, but always overloaded with work. Aaron wanted to spread the responsibility to a young, up and comer, but this would be a stretch, with the distinct possibility of failure.

Selecting the right team member is the absolute toughest step in delegation. The manager can do everything else correctly, but if the wrong person is chosen, success may be fleeting.

Selecting the right person is a process of risk management. If the purpose of delegation is people development, and understanding that people learn the most from their mistakes, risk management becomes the rule of thumb to determine who gets the nod.

If you work in a nuclear power plant, you have to pick your top gun every time. If you run an ice cream shop, you can afford the occasional misstep. Gauge the risk, then pick the person.

Drill a Hole in the Wall

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I was walking the floor. The drone of the saws was dampened by my ear protection. The conversation with Lloyd could barely be heard above the din.

“What’s with all the green shirts?” I yelled.

Lloyd looked around. “It’s green shirt day.”

I nodded as we ducked around a corner where the noise wasn’t so bad. I popped out my earplugs. “What’s green shirt day?”

Lloyd smiled. “It’s like the difference between a light bulb and a laser light. 100 watts from a light bulb will light up a room, but with all the light beams focused together, a 100 watts of laser light will drill a hole in the wall. Same thing works with my team.”

What Could Go Wrong?

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Lonnie was working hard to change the way his team responded to problems on the manufacturing floor.

“I keep telling them that we need to be proactive,” he said. Lonnie wasn’t defensive, but you could tell he wasn’t having any fun.

“So, tell me what happens?” I asked.

Lonnie shook his head. “It’s just day after day. The problems jump up. You know, it’s not like we don’t have a clue. We know what problems customers are going to have. Heck, we even know which customers are going to call us. We just don’t ever get ahead of the curve.”

“Lonnie, being reactive is easy. It doesn’t require any advance thinking, or planning, or anticipating. Being reactive just happens. Being proactive, however, requires an enormous amount of conscious thinking. It doesn’t just happen. You have to make it happen. You have to make it happen by design. At the beginning of the day, I want you to gather your team together. Show them a list of the work you are doing for the day and for which customers. Then ask these two questions.

  • What could go wrong today?
  • What can we do to prevent that from going wrong?

Lonnie smiled. “That’s it?” he asked.

“That’s it.”

Focus

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You will never ever get what you want!!! You will only get what you focus on.

At first I am disappointed, because I really want what I want. It makes me feel bad to understand that I will never get what I want.

If I really want it, I have to focus on it.

If you tell me – “It is really hard to find good people these days. We just never seem to hire the kind of people we really want.” My response – You will never get what you want! You will only get what you focus on.

It’s not that you can’t find good people out there. You just have not focused your concentration and energy to find good people. So, what does focus look like? Think about finding good people, talk about finding good people, have meetings about finding good people, plan a campaign to find good people. Roll out an action plan to find good people.

You will never get what you want. You will only get what you focus on.

Translator Role

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The planning session was almost over. The team energy was pumped up. Well, all except for Audrey. Her expression was only remarkable in contrast to the upbeat tempo of the rest of the team.

“Audrey, what do you think?” I asked. She was startled, the question was unexpected.

“What do you mean?” she said.

“You are a senior member of this team. You have been around. We have been working on this plan for a couple of hours, what are we missing?”

Though Audrey had been thinking, she had not prepared herself to share these thoughts.

“You are right. I think we are missing a big step here,” she finally said. “I have seen plans like this fail before. Here. In this company. The plan sounds good. It is a worthy target, but we have to get there. We can get all excited, give stump speeches to all of our work groups, but until we translate.” She stopped. “Yes, that’s the word. Translate. We have to translate this plan into the things we do every day to make this happen. If we don’t figure that out, time will go by and we won’t see the progress we expect. We have to connect our everyday disciplines to this larger plan. If we don’t the plan will fail.”

Mind the Gap (Analysis)

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The meeting took a sudden turn for the worse when Emil stood up, walked over in front of Sharon and slammed down the report. Up to then, things had been ambling along with the usual finger pointing, back biting and general nastiness. Now, there was real confrontation.

The GPS Project had been off track for several weeks and the whipping post of every department meeting in the past 14 days. As I listened, it occurred to me that, what had been said, was true. The problem was in the structure of the conversation, or the lack of it, that prevented the team from making progress.

“What did we expect?” I asked the group.

Susan pulled out a project plan with a summarized list of milestones. “This,” she said. “This is what we expected.”

“And, what did we get?” I wanted to know.

Roberto shuffled some paper. “This is a report of the actual costs to date and the percent of completion. We spend 60 percent of our budget, but we are only 25 percent complete. I want to know whose fault it is.”

“Okay, look around the room. We are all here. Instead of looking for fault, let’s look for accountability. No single person, or one department accounts for the shortfall in productivity. Right now, we have two things to examine. We know what we want and we know what we got. In what way can we get from here to there. That is what we are going to talk about today.”

The Big Derailer

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“Tell me what you accomplished so far with the pattern we talked about?” I asked.

“We met, everybody, same room. I acknowledged the heated exchange between Fred and Jim from the week before, that there was an issue of underperformance on a project. I asked everyone to write down how they felt during the exchange, then once around the table, everyone speaking only for themselves. No one was allowed to say -we all felt this, or most of us felt that, everyone can only speak for themselves,” Ron started.

“Okay,” I nodded. “We know what the issue is, that we are attempting to resolve underperformance on the project. We were clear to acknowledge the emotional load that went with it. Fred and Jim are now aware of the impact of their heat on the team. Now we get curious.”

Ron furrowed his brow. “What do you mean get curious?”

“I mean, questions and only questions,” I said.

“Who is asking the questions and who is responding?” Ron wanted to know.

“Everyone on the team is asking the questions. Fred and Jim get to respond. Here is a quick list –

  • Working on the project, what did you observe? What did you see, what did you hear?
  • What was the impact on the project? What were other impacts on the project? How did that make you feel?”

“Whoa, whoa,” Ron stopped me. “We keep talking about feelings. What do feelings have to do with this?”

“That’s easy. First, it is out in the open that there was underperformance on the project, which is what we are trying to fix. Fixing the problem got derailed by the emotions in the exchange. We can avoid those emotions, we can stuff them down, we can ignore them, but they will come back, they always come back. Let’s get the emotions out on the table now, so we can acknowledge them, check them with reality, so we can get on with fixing the problem.”

What Would Happen?

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“But, Sue, Tony and Ricardo were just bystanders in the exchange between Fred and Jim,” Ron was puzzled. “Shouldn’t I keep them as bystanders and just deal with the two primary actors?”

“Sue, Tony and Ricardo are as involved in the fracas as Fred and Jim. They may not have actively participated on the front end of the exchange, but they were certainly impacted on the back end. Fred and Jim need to hear about that. So, yes, everyone gets a turn in the discussion, but, only speaking for themselves. And you, you are not exempt, just because you are the leader. How did you feel when the back and forth between Fred and Jim got heated?”

“I felt threatened, my stomach got a little knot in it,” Ron replied. “I wanted it to be over, I wanted it to stop.”

“And, what else?” I asked.

“I felt like the team was going to explode, or fall apart.”

“And, what else?”

“I felt if Fred and Jim continued their animosity, it might turn violent and they would never be able to work together again.”

“Good,” I said. “I assume you will hear similar things as you go around the table.”

“And, that’s it?” Ron stopped.

“No, now it is time to get curious. What was it that contributed to the heat? Now is the time for questions.”

Hall Pass

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“If you are not going to pretend to be in control of the emotional exchanges in the meeting, what do you need to allow yourself to do in the meeting?” I asked.

“I need to allow myself the ability to listen to each side before I judge the conversation off limits,” Ron replied.

“Can you give yourself a hall pass to do that?”

“A hall pass?” Ron chuckled.

“Yeah, a hall pass. Write that down. Give yourself a hall pass to listen to each side before you judge the conversation off limits,” I smiled.

“I feel like I am writing a permission slip from my parents.”

“Call it what you like,” I nodded. “Now, what do you need from the team to make that happen?”

“When Fred and Jim got into it, in the meeting, they were trash talking each other,” Ron’s turn to nod.

“So, what do you need from the team to give yourself permission to listen without judgement? And, remember, it’s the emotions that made you uncomfortable, not the fact that Fred and Jim were calling each other out on performance. What do you need from the team, including Fred and Jim?”

“If I were brave enough to ask, as the leader,” Ron started, “I would ask each of them, in the face of a shortfall in expectation, what is the impact on them, personally, and how does it make them feel. And, that they should only speak for themselves. No speaking for someone else. Fred cannot speak for Jim and Jim cannot speak for Fred.”

“And, don’t forget about Sue and Tony and Ricardo, they need to speak for themselves as well.”