Wednesday, 5 August 2015

These 3 are prerequisites to Accountability

The subject of accountability comes up frequently in conversations with my clients. Recently I came across below from sideways thoughts.


I like the equation of Accountability + Empowerment = High Performance.

What I've found in my work with my clients is that empowerment is one of 3 prerequisites to accountability.

1) Empowerment

Empowerment is the opposite of control. I suggest taking some observation time this week and see how many of your employees actually have full responsibility for their actions and those who are under the control of somebody else.

What's the one action you could take that would mean more of your employees are truly empowered?

A frequent action I see is changing job descriptions to role clarity statements. I've been banging on about this for two decades I know. It is without doubt a crucial action to take. Read more in my post Your work is not your job Make sure you click on the link in the post dispensing with job descriptions for more on role clarity.

2) Feeling valued

When we feel valued we bring our best to our work. I suggest here that we need to feel fulfilled and loved as well as valued in order to sustain high performance.

What's the one action you could take that would mean your employees feel more valued, fulfilled and loved?

3) Giving people what they truly want

I read countless so-called performance development plans. The majority are mostly about the business and very little about helping your employees achieve what's important to them.

What's the one action you could take that would mean your employees know in their hearts that you truly believe in them and want to help them to achieve what's important to them?

Be remarkable.
Ian

The consistent answers over more than two decades from my research into what employees want

What Employees Really Want From Employers 

Appreciation.  The eminent psychologist William James observed:  “The deepest craving of human nature is the need to be appreciated.”
To be held to account via regular, constructive, candid and convivial conversations about their performance
Autonomy
Opportunity to master something
Role satisfaction
A feeling that their work contributes to a higher purpose
Knowing that their work is helping them to achieve their aspirations
Open, regular, truthful, information gathering and sharing
Remuneration perceived to be at least equal to effort
Trust and trustworthiness
Happy and healthy working environment
Fairness in all dealings
Flexibility
Hope for the future

What Employees Really Want From Each Other 

Goal and strategy alignment
Promises kept
Open communication
Understanding of personal needs
Trust, trustworthiness, and confidence
Appreciation, support and encouragement
Authenticity
Sense of family
Acceptance of the merit of ideas
Mutual respect

Warning
Don't allow yourself to be overwhelmed by any of the above. Do your work - review, have conversations with others, reflect, and then decide on 3 actions you will take, one at a time over the next month. You might surprise yourself with the outcomes of such work and laser focus on the actions.
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