Tools for Getting the Results You Want

Article | Accountability Insights

by Partners In Leadership | Apr 2, 2015

Have you ever asked yourself this question: “What is the most effective way to hold other people accountable when they aren’t getting the results you expect of them?” Not surprisingly, many people are asking this same question or a similar one, so here’s our answer.

Desired results never automatically materialize just because you expect the best from your people. Desired results are only achieved when you (1) clearly define those results, (2) ensure that everyone involved becomes genuinely aligned and assumes full accountability to deliver the specified results, (3) actively and frequently monitor progress toward each of the results, (4) make the needed course corrections along the way, and (5) stay completely 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 the LIFT Accountability Conversation with the person or group who is your Critical Link, i.e., the person (or group) who has the greatest potential for not delivering on his or her Key Task. Begin by asking this person, “Why aren’t you making the progress you really want to make?” Then have a conversation about that and use the following questions to drive the conversation:

•		“What are the obstacles getting in the way of making progress?”
•		“Which of these obstacles do you most need to overcome, and why?”
•		“What else can you do?”
•		“What actions are you going to take?”

Having this conversation with people is important because it helps them realize what obstacles are thwarting their efforts, gets them to identify the ones that they can influence, enables them to figure out a way to overcome these obstacles, and finally makes sure the they have a plan and are engaged in implementing it.

Here’s an example of how this conversation can produce results. The VP of operations at a manufacturing company was frustrated with what he saw as an apparent lack of concern for a serious process design problem from his young engineering staff. When he finally took the time to hold the LIFT Accountability Conversation with a few of his engineers and asked them why they weren’t making progress on the process design problem, he discovered that the obstacles they were facing were their own lack of engagement and their perception that the operations leadership was resistant to their new ideas. Once everyone was aligned around solving their process design problem, a new team was created that was made up of junior staff engineers and a senior operations mentor. This team 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. As you might expect, the VP implemented a new policy of deploying teams of junior staff engineers and senior operating mentors to attack other issues throughout manufacturing operations.

To learn more about how to apply the Accountability Sequence and the LIFT Accountability Conversation whenever you’re not getting the results you expect, 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. All other registered trademarks and trademarks used herein are the property of their respective owners.