Some Tips for Holding People Accountable

When You Are the CEO, Manager, or Committee Chairperson

1. Establish an environment of openness and trust -- where people are committed to supporting each other and achieving excellence -- by starting with your own actions: Be the role model. Let your employees, department heads, or committee members know what you intend to do and ask them to hold you accountable by giving you feedback when you don't live up to your word.

2. When assignments are made, be clear about who is responsible and what they have agreed to do; and then establish a method for getting feedback and being available for support.

3. Keep written documentation of your agreements with others. Don't leave it up to your memory. Share what you have documented with them to confirm your understanding of the agreement.

4. Personally and publicly acknowledge people for following through and keeping to their agreements. Point out the benefits to the rest of the team and the organization.

5. Have your people use the tools described in Rick's article so that you are able to quickly assess the work they are doing and their ability to successfully meet deadlines or achieve objectives.

6. Meet with them early on in the process, and check in with them regularly until it becomes apparent that they are on the right track.

a. Continually give them feedback about what they are doing correctly.

b. Use questions to get at areas that you think they might be overlooking.

c. Listen to their feedback: They might surprise you with new ways or insights.

7. If they are failing to meet deadlines or finish work as expected, talk about it directly in a matter-of-fact way, asking if there were unanticipated issues involved and how they plan to get back on track.

a. Create a new commitment with them that has measurable and specific outcomes and set a specific time to follow-up.

b. Confirm your agreement in writing and confirm the date for follow-up.

8. If they have made progress but you are concerned that the results may not be satisfactory you need to decide how critical the assignment is and the potential benefits from developing your employee or member. If you can afford the time and effort, you may want to consider coaching or mentoring this person to completion of the assignment rather than reassigning the project to someone else.

a. First, you must let the person know your concerns and the conditions under which you would let them continue on the project.

b. Next, they must agree to the conditions, e.g. coaching or mentoring.

c. Then, assign an experienced mentor or hire a coach and use this project to develop this person into a more valuable member of your organization.