Sharing the why, the value proposition, for what you are asking others to do can be an effective lever for setting up accountability. Value propositions seek to solve a problem and satisfy a need for a customer. When people know how their part of the job contributes to the value offered to the customer, and how their work directly impacts the customer’s perceptions, expectations and outcomes, they are much more likely to deliver their part of the work on time at the required specification and participate actively in improving results.
16 Steps to Accountable Negotiation
One of the first steps in setting up accountability after making a request or receiving one from another person is negotiating an agreement. If you are interacting with other people, at some point you will be required to negotiate. Negotiations can be simple or complex. What follows are 16 ideas about negotiation.
By Jalene Case
Behaviors move you closer to what you want. We all know this. But what happens when you don’t feel like doing the thing that you promised yourself you’d do?
Think about a new habit you’ve been trying to develop or a meaningful goal that you’re working toward. What are the consistent actions or behaviors that you must do to continue moving in the direction you want to go?Read More
By Jill Morris and Steve Morris
When you drive a car, sail a boat, or fly an airplane, you are constantly making small adjustments in the steering to deal with shifts in wind, current, other traffic and road conditions. You must do the same when small changes occur in your environment that impact expectations. You are accountable for driving that clarity whether you are a manager or not.
There are both implicit and explicit accountabilities that we must manage. We tend to have a casual approach to implicit accountabilities, particularly around implied or unstated expectations, like you will come to work wearing clothing and some much less obvious.Read More
By Steve and Jill Morris
Organizational Accountability is owning the consequences of your choices in delivering the agreed-to results that everyone owns but no one person controls, and helping other people do the same.
This definition requires that you to set up clear accountabilities based on agreed-to results, otherwise you are leaving accountability to chance.
- Are you taking the time to define, in the appropriate detail, exactly what you want others to agree to and deliver?
- Are you asking for agreements or are you just assuming that they exist?
- Are you confirming those agreements?
- Are you tracking agreements people make with you?
- Are you following up in a timely way to hold people accountable for the agreements they made with you?
There is nothing you have to learn to implement these ideas. To quote Yoda: “There is only do, or don’t do.” They just take practice.