Our organization is non-profit with a family-oriented culture. Unfortunately, we act like a family that has no accountability. Instead of holding people to account, our approach is to avoid and dumb down. No one is ever fired for poor performance. People arrive late, fail to complete time-sensitive tasks, and chat a lot—I mean they sit and chat for hours. Meetings don’t start on time because we wait for stragglers. I could go on. Those of us who have a work ethic and a sense of responsibility have to pick up the slack. When we took our concerns to management, they wrote out a list of service values and code of civility, rather than directly address the performance issues. Is there anything I can do?
Wanting Accountability Tactics
Thanks for a challenging question that a lot of us can relate to. Maybe we don’t work in a non-profit, but we struggle with a culture that is low on accountability. Or we work under a management team that seems more interested in keeping the peace than in improving performance. I’ll suggest some ways to begin having an impact.
Partner with a Leader. It sounds as if you are not in a supervisory position. Changing these norms will require you to partner with someone who is. You need a leader who is likely to share your concerns, who has the skill and autonomy to try these ideas with their team, and who will be able to influence other leaders through their success. Don’t expect the right leader to immediately volunteer for this pathfinder role. They may have other concerns that are equally or more important than yours. Finding and nurturing a partnership will require listening, fact-finding, patience, and compromise.
Focus on the Fool’s Choice. We humans are quick to see decisions as either/or, even when they aren’t. In Crucial Conversations we call these Fool’s Choices. Examples include thinking we need to choose between peace and honesty or between winning and losing. In your case, the Fool’s Choice is between holding people accountable and treating them with caring respect. The way you break free of a Fool’s Choice is to ask, “How can we do both?” In this case: “How can we hold people accountable while still showing them our caring respect?” This is the question you and your leader partner will need to address and answer.
Turn Purpose into Measurable Goals. It sounds as if your organization is using “service values” as a substitute for measurable results. Unfortunately, these service values have become minimum standards of behavior, rather than challenging targets to achieve.
Consider using a method called Strategy On A Page (SOAP) to cascade your broad purpose and vision down to measurable goals. Create a SOAP that details the links between your organization’s ambitions (what it wants to achieve in the world) and the measurable results that departments and individuals must achieve for this ambition to be realized. Identifying measurable results that must be achieved provides an immediate reason to hold people accountable.
Identify Problem Behaviors. Involve the people affected by the problems you describe (lateness, chatting, etc.) in identifying problem behaviors. The goal is to have the group agree on the behavior changes they want to see within their team. A powerful way to involve them is to use a Start, Stop, and Continue exercise. This exercise asks the group to identify new behaviors they need to Start doing in order to achieve their measurable results, existing behaviors they need to Stop doing if they are to achieve these results, and existing behaviors they need to Continue doing to achieve the results. Notice that these behaviors might be related to your organization’s “service values” but will be far more focused. Document these behaviors, create posters that describe them, and ask everyone to sign these posters as their commitment to change.
Build New Skills and Norms. We ask for 200 percent accountability for the behavior changes the team has identified. This means that team members are 100 percent accountable for their own behaviors and also 100 percent accountable for the behaviors of their colleagues. Instead of leaders being the only ones to hold others accountable, everyone in the team holds everyone else accountable.
Provide Leadership Support. When it comes to accountability, follow-through is everything. Work with your leader partner to identify formal and informal leaders who can help team members hold each other accountable. These leaders will play a champion role: coaching people who don’t feel skilled enough to hold a peer or boss to account, pushing people who don’t want to hold others accountable, and stepping in when an accountability discussion goes poorly or results in retaliation.
I hope these ideas give you a place to start. What have other readers seen that works? Please comment with your ideas below.
The ideas expressed in this article are based on the skills and principles taught in Crucial Accountability. Learn more about Crucial Accountability.