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Influencing for More Accountability

by Dena Moscola

One of the most critical factors in a business relationship is being able to count on timely results that match your expectations. This is also one of the most common challenges. As a leader there are many things you can do to ensure accountability. It is a worthwhile process that begins in the beginning of any project, task, request, relationship, etc. and places all parties responsible.

Most great initiatives that fail do so because of a lack of accountability. Many team conflicts occur because of the same reason. Often leaders are unaware that this is the root of the issue.

Lack of accountability contributes to:

*	Resentment with others who have different standards of performance
*	Mediocrity
*	Missed deadlines
*	Holding others back in their success on a project or worse, in their career
*	Placing undue burden on leaders as the disciplinarian or worse
*	Places undue burden on a more junior person which increases conflict

It is critical to accept that accountability is not only about making sure someone follows through. It ALSO involves positioning people in a way that eliminates assumptions and ensures the ability to follow through. This article will explore how your delegating style and level of rapport are critical factors to accountability.

Years ago, people followed a request simply because it was their job. Work ethics were different. Levels of initiative were different. Today, in changing times, managers need to do more to get needed results. It can often seem like a waste of time to put in the maintenance just to get things done. The reality is, implementing accountability measures is not a new task, it is simply having a deeper understanding of what motivates people in today’s workforce as well as what people need. When you sincerely give people what they need, they tend to want to do things for you. Accepting this AND being open to implement what it takes to hold people accountable will bring tremendous results.

The rapport you have with a person or team will have strong influence on how accountable they are. Everything you do to build and enhance your business relationship will help someone feel more committed to your request and more eager to assist. In our past articles in The Building Better Business Relationships series we discussed building rapport, managing conflict and strengthening commitments which all lead into each other. The better your rapport, the easier it is to prevent and work through conflicts which makes it easier to commit to projects, assignments, teams, etc. Each work hand in hand. The stronger the relationship, the more accountable people will be. (Building Better Business Relationships article 1, article 2, article 3)

A common issue expressed by managers happens when a team member does not work up to standards. Often the manager’s response is, "There is no excuse for this. They should know what is expected of them". The reality is that many do not.

The process for accountability is easy if you are watching real closely. Often people move so quickly through things and assume everything is taken care of and understood, but that assumption often leads to disappointment. The advice is to be aware of what words you use and how they influence...or not. What works for many does not work for all.

Below are some tips:

Use assertion. Be sure to avoid passive language. It leads to misunderstandings of instructions, deadlines and level of importance. For example, when you have firm deadlines and expectations avoid the words: soon, maybe, please try, right away, as soon as possible, etc. Instead, be specific by giving exact dates and clear directives.

Give reasons. We spoke in an earlier article on the importance of reasons for some people. Some people do not need reasons to move forward. They just do it. Others have a different thought process and need to fully understand why they are doing something or how it fits into the big picture. When delegating, give reasons. It only takes a minute or two.

Provide clear expectations. Research shows that most people who do not meet expectations are unclear with what was expected. Many do not feel comfortable asking for clarification. Probably more than you think. Others think they understand but unknowingly have a different perception of your expectations. After making a request ask an open ended question that will reveal if you are understood. The advice is to be direct. For example, say, "To make sure I am being clear or to avoid a misunderstanding, please explain to me what you heard or what your next step is going to be." Get their version. Another option is to simply ask, "What more information can I provide you to clarify?" or "What questions do you have for me about this?" or "How can I support you further to get this accomplished?" Close-ended questions will not bring the best results. Use assertive language with open-ended questions for best results.

Agree on timelines & deadlines. Often timelines and deadlines are unrealistic in addition to the fact, that those receiving the request are either unaware that they can push back, are uncomfortable with disagreeing, or do not realize how unrealistic the timeline is. Then deadlines are missed or quality is less.

Be accountable. Lead by example...an age old phrase, but it stands alone and powerful. To influence others to be accountable, demonstrate accountability yourself by following the tips below:

*	Delegate, then follow up. Check in periodically and verbalize appreciation when completed.
*	Remember what you say or don't say it. Many times unexpected priorities take your focus to new projects, ideas, challenges, etc.
*	Keeping people posted on previous discussions, requests, organizational projects, etc. builds trust and helps them feel valued.

"The key to successful leadership today is influence not authority."
Kenneth Blanchard