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One of my worst moments in a new job, the one
where I realized I wasn’t in Kansas anymore, came after my
first business trip to the other coast. The admin who had
made my travel arrangements asked which hotel I wanted to
stay in. Of the two choices, one was 2 blocks from the site,
the other was across town. Blithely, I chose the closer hotel.

Later that month, my manager hand delivered my expense
reimbursement check, and a stern warning. I’d significantly
exceeded the hotel per diem, and wasn’t to do it again.

When I started to question her, the response was “You
should have known it was above the range.”

We both lost that day. I’m sure she had been called on the
carpet for my lack of “accountability.” I felt like I’d been set
up.

The underlying problem is what I often hear labeled as a
communication problem. When I probe, I hear some version
of “everyone knows that” from managers, and
employees complain they never know when the axe is going
to fall.

Holding staff accountable is a crucial part of a
manager’s responsibility. But, any person, including
you and me, can be held accountable only when:

We know what is expected of us.
And, we believe we’ve agreed to the expectations.

As a manager, it’s up to you to spell out the expectations.
You need to let employees know, very explicitly, and in a way
they can hear, what your expectations are.

Build on where they are right now. Don’t start at the
skill level or level of understanding you think anyone in that
position SHOULD have, but what they DO have.

If you have any question that they may not be getting what
you are saying, go back, and check for understanding.

Then go for commitment. Just because they understand
doesn’t mean they agree to do it.

Understand is, “I know what’s expected.” Agree is “Yes, I
will do it.”

Make sure the agreement is explicit.

Only then will you have both conditions for accountability.

It goes without saying you have the responsibility of being
accountable yourself. At the management level, there are
higher standards of accountability. No longer can you say I
didn’t know, or I didn’t understand.

It’s your watch. You’re accountable for what’s happening.

Which means, of course, that you need to hold your people
accountable. There will come a day someone doesn’t follow
through, meet expectations, or deliver on a commitment.

Remember Rule #1: Behaviors that are rewarded are
apt to be repeated.

And the Corollary for Rule #1: The best reward for “bad
behavior” is to do nothing.

If you don’t hold people accountable they’ll quickly learn a
lesson you don’t want to teach: You don’t really mean what
you say. They can do what they want, or think necessary.
Accountability
One of my worst moments in a new job, the one where I
realized I wasn’t in Kansas anymore, came after my first
business trip to the other coast. The admin who had made
my travel arrangements asked which hotel I wanted to stay
in. Of the two choices, one was 2 blocks from the site, the
other was across town. Blithely, I chose the closer hotel.

Later that month, my manager hand delivered my expense
reimbursement check, and a stern warning. I’d significantly
exceeded the hotel per diem, and wasn’t to do it again.

When I started to question her, the response was “You
should have known it was above the range.”

We both lost that day. I’m sure she had been called on the
carpet for my lack of “accountability.” I felt like I’d been set
up.

The underlying problem is what I often hear labeled as a
communication problem. When I probe, I hear some
version of “everyone knows that” from managers, and
employees complain they never know when the axe is going
to fall.

Holding staff accountable is a crucial part of a manager’s
responsibility. But, any person, including you and me, can
be held accountable only when:

We know what is expected of us.
And, we believe we’ve agreed to the expectations.

As a manager, it’s up to you to spell out the expectations.
You need to let employees know, very explicitly, and in a way
they can hear, what your expectations are.

Build on where they are right now. Don’t start at the skill
level or level of understanding you think anyone in that
position SHOULD have, but what they DO have.

If you have any question that they may not be getting what
you are saying, go back, and check for understanding.

Then go for commitment. Just because they understand
doesn’t mean they agree to do it.

Understand is, “I know what’s expected.” Agree is “Yes, I
will do it.”

Make sure the agreement is explicit.

Only then will you have both conditions for accountability.

It goes without saying you have the responsibility of being
accountable yourself. At the management level, there are
higher standards of accountability. No longer can you say I
didn’t know, or I didn’t understand.

It’s your watch. You’re accountable for what’s happening.

Which means, of course, that you need to hold your people
accountable. There will come a day someone doesn’t follow
through, meet expectations, or deliver on a commitment.

Remember Rule #1: Behaviors that are rewarded are
apt to be repeated.

And the Corollary for Rule #1: The best reward for “bad
behavior” is to do nothing.

If you don’t hold people accountable they’ll quickly learn a
lesson you don’t want to teach: You don’t really mean what
you say. They can do what they want, or think necessary.

Patricia Wiklund Ph.D. works with managers who are
challenged with a difficult employee or colleague, and
organizations that need to get back on track to effectiveness
and productivity. Start increasing your management and
leadership skills with her new audio coaching program on
Emotional Intelligence: The Leadership Edge. Just click
here: http://www.PatWiklund.com/eiaudiocoaching.shtml
Contact Pat at Pat@patwiklund.com