Getting The Results You Really Want

Here is a common question we hear from today’s business leaders: What is the most effective way of holding people accountable when they aren’t getting the results you expect of them?

Desired results don’t automatically materialize just because you expect the best from your people. Desired results are only achieved when you (1) clearly define those results, (2) diligently ensure that everyone involved is aligned and assumes full accountability to deliver the specified results, (3) frequently monitor progress toward each of the results, (4) constantly make needed course corrections along the way, and (5) remain enthusiastically engaged until all of the desired results are realized. That’s how it works. So, to the question above, if you’re doing all of that and still not getting the results you expect, what should you do? First, make sure you really are doing all of that by applying the Accountability Sequence—Form, Communicate, Align, and Inspect. If the Accountability Sequence is solidly in place and the desired results are still not forthcoming, find out why by holding an Accountability Conversation with your key people. Determine exactly why they are not achieving the results you expect. Is the why about Motivation (willingness), Training (ability), Accountability (follow-through), or Culture (work environment)?

Consider the following example. A manufacturing company had been attempting to solve a serious, long-standing process design problem with little success. The VP of operations was frustrated with what he saw as an apparent lack of concern for the problem from his young engineering staff. When he finally took the time to hold Accountability Conversations with a few of his engineers, he discovered that they were not engaged because they perceived the operations staff to be resistant to their new ideas. As a consequence, their motivation for solving the process design problem was almost non-existent. When the VP challenged them to take another crack at the problem in collaboration with an experienced mentor from the operations staff, they solved the problem so well that the company not only increased productivity but also saved millions in operating costs. Once the motivation problem, along with the associated cultural barriers, had been addressed, the VP’s desired results were quickly achieved. Not surprisingly, the VP adopted a policy of using junior staff engineers and senior operating mentors to attack other issues throughout the manufacturing operations. As this example shows, don’t hesitate to use the Accountability Sequence and the Accountability Conversation whenever you’re not getting the results you expect.

To learn more about getting the results you really want, we invite you to join the Accountability Community at www.partnersinleadership.com, where you can review actual client case studies.

Accountability Sequence, Accountability Conversation, and Accountability Community are all registered trademarks of Partners In Leadership, Inc.