Helping A Peer Become More Accountable

Your Question:
“How do you help a peer (a coworker at your same level in the organization) who is stuck Below the Line on an issue, without offending them or making them feel like you’re an overreaching busybody?”

Our Answer:
Because of the joint accountability you both share for achieving results and resolving issues in your organization, you must talk to your coworker. If you don’t, the organization and everyone in it will suffer to some degree because of this coworker’s Below the Line position. One person stuck Below the Line on a critical issue or key result can have an enormous impact on the experiences, beliefs, actions, and results of others in the organization. Left unaddressed and uncorrected, a single Below the Line position inevitably leads to more positions and people Below the Line.

We suggest you immediately begin a dialogue with your coworker by asking a non-threatening, but focused question, such as: “Why aren’t you making the progress you really want to make on this issue?” Listen for their perceived obstacles, stumbling blocks, barriers, and impediments. Encourage them to talk candidly about the situation as they see it. You may even need to further enable them by asking: “What else is getting in the way of making progress?” When they have had sufficient opportunity to identify and describe their perceived obstacles or barriers, ask this crucial question: “If you had to take accountability for overcoming one of these obstacles, which would it be?” Alternative ways to ask the question might be: “Which of these obstacles do you most need to overcome, and why?” or “Will you be held accountable for resolving this issue?” or “What will happen if you don’t try to resolve this issue?” or “If your life depended on it, what else could you do to help resolve this issue?”

Let the conversation proceed naturally to a discussion of solutions. In other words, what else can they do to influence one or more of the perceived obstacles and barriers that are hindering progress (and resolution of the issue)? It may take more than one or two conversations to help your coworker move Above the Line. Be patient but persistent. Offer your help, as appropriate and feasible, but don’t try to resolve the issue for them, and, of course, follow-up to see how things are going. Genuine concern for your coworker’s accountability and success will not only build a stronger relationship of trust between you, it will also strengthen the organization’s collective accountability for resolving critical issues and achieving key results.

For more information on how to help the people in your organization become more accountable for resolving issues and achieving results, go to www.partnersinleadership.com. Learn how our three tracks to creating greater accountability have helped other organizations increase revenue and profitability, reduce costs, and implement key initiatives.