You are less than six months into a new role at your company. You are preparing your first full quarterly update for the executive team. Results have fallen short of targets and have been trending down. As you outline the narrative of your story to the executive team, you have a decision to make. How do you explain the why behind the deterioration in performance.
Here are some options:
1- Blame the issue on prior management: after all, you’ve been in the job less than six months. How can these issues be your fault? Further to your narrative, share that your team is assessing the issues and will report back on a game plan to address them in the coming quarter. So, zero accountability for the current results, but demonstrating accountability for identifying the fix.
2- Acknowledge prior awareness of the issue, but avoid ownership of the results: in this case, you knew the issue existed and have been working to fix it, but the fix will take some time. This narrative demonstrates a quick understanding of the issues with an accountability for a fix that will positively impact future results. But again, no accountability for the current results.
3- Own the current results and the plan to improve: although your short tenure might not have allowed for a quick turnaround in deteriorating performance, you still accept full accountability from Day One. And you share an understanding of the drivers of the results and the plan to turn them around.
Which option would you choose?
Role Modeling Accountability
All three options demonstrate an accountability to fix the deteriorating performance issues. But only the third option suggests a new leader willing to take accountability on Day One. And it is that leader who is most likely to turn results around most quickly with the help of their team.
Why?
It’s all about role modeling shared accountability and building trust.
By accepting Day One accountability, that new leader has caste their lot with the team. Not as a savior to fix the screw-ups of prior leadership and by extension, the team, but as someone committed with the team to improve results. It sets the stage for aligning as a team to reset goals and engage collectively in needed action. And that helps build trust.
It also demonstrates to the team what accountability means. There are no excuses or finger pointing, but rather, an acknowledgement of results, analysis of drivers, and commitment to improve. That step alone begins to create culture of accountability down through the team.
Finally, it also creates the right environment for learning. There certainly is an argument that, depending on the breadth and depth of issues, it can be challenging to turn around deteriorating results in just a few months.
But as a new leader, the job on Day One is to engage with the team, be curious, be humble, and seek to understand what is working and what is not. In those first days and weeks, if those actions are followed, issues will be uncovered early…and early detection allows for early action to address the negative performance trends.
How else can a new leader quickly engage the team to build a culture of accountability?
Here are some ideas:
Being Humble
Alway, but especially as a new leader, be consciously curious…by asking questions and by creating an environment of openness and trust. In turn, you can more quickly identify blind spots, and, importantly, the places where a good push may be needed or where a more gentle nudge will do the trick.
Setting expectations
When assigning action items, be clear on both individual responsibility and authority to act when obstacles arise. Ask team members to verbally ask questions and verbally acknowledge understanding. Lack of clarity on shared efforts often allows for finger pointing.
Acknowledging great results
When providing feedback on great results, try being specific about the actions and behaviors that drove the results. Move beyond “great job” to “great job identifying potential obstacles early and working to avoid them.” Being specific supports individual and team ownership.
Providing feedback when results go sideways
People make mistakes. Acknowledging the mistake is important as well as discussing how it might have been avoided. Avoid what might be initial anger and instead ask questions that lead to both ownership of the result and understanding of what could have been done differently. Take the time for the learning process.
Promoting collective ownership
Ownership often best arises when individuals define their own plan and path of actions. Try being less directive about what to do and allow individuals and the team to develop their plans. Shift to questioning and committing to support the agreed path to demonstrate shared accountability.
Accountability is one of the most important characteristics of an effective leader. Without demonstrating accountability, the root cause of shortfalls in performance or actions that create unintended, negative consequences are never addressed. And the drivers of great performance are never really challenged.
Taking accountability means demonstrating to your team that you own the results…good or bad…and understanding why things happened is the only path to learning and improving.
Day One Accountability…it will accelerate team trust and create a culture to drive continual improvement.
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