Managing Accountability Proactively

Understanding Accountability in Simple Terms

Accountability is a buzzword in our fast-paced work environments, but do we really understand what it means? In simple terms, it’s about agreements in which we own up to our actions and their outcomes. Think of it as a two-way street – knowing what you’re responsible for and also what others expect from you.

Building an Accountability Framework with Empathy

To make accountability meaningful and practical, consider these guidelines:

• Clear Expectations: Everyone on the team should know exactly what they’re responsible for. If someone is doing something outside of what you expect, start here: What do they believe you want from them? Seek to create understanding. Note: Being clear about expectations includes being clear about consequences of not meeting those expectations.
• Negotiate in good faith: I don’t mean bargaining where there’s one or more winners. This is just about finding agreement. Negotiations help everyone understand each others’ interests and get what they need. To be effective, negotiations are built on mutual respect. This might mean saying yes, no, yes under certain circumstances, or asking for more information.
• Commitment is Key: When everyone commits clearly, it’s easier to work together and solve problems. Clear commitment is stated as a commitment even if the word “commit” isn’t used. “I will create the X document by Y deadline so you can meet the customer’s need for Z result.”
• Spotting and Removing Roadblocks: It’s important to identify and tackle any issues that could slow down progress, and keep the communication lines open so you can get appropriately involved when new roadblocks appear.
• Empower Action. Just as negotiation can result in a “yes under certain circumstances,” you may need to ensure your people are provided with the information, transparency, psychological safety, freedom to err, coaching, context, or more that they require to be able to do the job well.
• Take and Measure Observations Transparently. Agree on what the milestones will be that the project is on the right track and be clear about measurements. This is the “verify” part of “trust but verify.” Make sure the individual knows how and when their performance is going to be measured. (You can do surprise inspections, but this really only works when the entity being inspected knows they could be inspected at any time, and what they must do to “pass.”)
• Be Proactive, Not Reactive: Tackle challenges early to prevent them from becoming larger and more difficult.
• Tracking Progress: Regularly check in to stay on course. Measure progress against goals. How do actions align with goals? If you are managing one team member in a PIP, this is much of what your weekly meetings are about.
• Positive Feedback: Honest and constructive feedback, paired with encouragement, fosters a growth mindset. Think, “I believe in you, so I want to help you get this right.” That is how constructive feedback avoids being “negative.”
• Think Like a Project Manager: Use structured plans, communicate consistently, assess risks, and ensure everyone has the right training and equipment.
• Keep the Big Picture in Mind: Ensure every small task contributes to the larger goal. Remembering this helps guide individual actions.
• Acknowledge reality and their power to choose. You are not going to control the decisions your team members make for themselves, and if (despite everything you’ve done to keep the project on track, including removing barriers and meeting needs) they still underperform, you may have to move to the stage of enforcing consequences. If team members refuse to meet expectations, or if they are unwilling to commit, you can accept that this is their choice and act accordingly. Being clear about expectations includes being clear about consequences. Managing people sometimes means allowing them to experience the consequences they have not avoided.

Rethinking the Performance Improvement Plan (PIP)

The PIP often seems negative, but it’s meant to be a positive tool for enhancing performance. It should clearly outline expectations and focus on real improvement, with managers providing support through training or resources.

I recently worked with a client who was essentially instructed to put one of her low-performing team members on a PIP with the expectation that he would be “managed out.” My client’s values were not aligned with this intention, and she made every effort to support her employee through making the changes being required of him. She followed every part of this accountability framework. The employee’s performance improved over time, and she was able to remove him from the PIP and preserve his livelihood, which was far more aligned with her values. Now she is applying this same framework to how she manages the rest of her team, and seeking to influence the way the rest of her organization treats staff.

Not everyone responds to a PIP with change, despite best intentions. Those positive intentions must be there for someone to change, and yet you cannot control the decisions your team members will make. If they refuse to respond to the opportunity to preserve their own livelihood despite your good intentions and support, you must respect that decision and allow them to experience the consequences. With this approach, you can hold them with compassion and grace.

Bottom Line: A Tool for Growth, Not Blame

When we approach accountability with empathy and understanding, it becomes a way to grow together, not just a means to assign blame. By using informed and compassionate methods, like a re-envisioned PIP, we can create workplaces where continuous improvement and shared success are the norms.

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Ready to Elevate Your Leadership Skills?

Consider partnering with a leadership coach to further explore and apply these principles in your workplace. Embracing proactive accountability can transform your team’s dynamics, leading to greater success and satisfaction for all.