Accountable:

As leaders, we get the behavior we tolerate. When it comes to holding people accountable, we are often our own worst enemy. We accept excuses that sound logical even when we know better. We allow emotions to cloud our decision making. We delay having a conversation with an under-performer because it’s easier to avoid a difficult conversation than have one. Instead of practicing accountability, we practice avoidance.

Three valuable lessons about accountability are,

1. Clear expectations must be established. When your purpose, expectations and rewards are crystal clear, your employees will embrace accountability as a way to become even more successful.

2. Bad news does not improve with age. As soon as you see a problem, it’s best to address it immediately. Failure to speak frankly with the person about his or her performance means nothing will change.

3. It’s not personal. Leave emotions and opinions behind. Stick to the facts, set a plan to get performance back on track, and communicate specific consequences for under-performance

Clarity Creates Confidence

To bring out the best from the people on your team, you must tell them what to expect. Setting clear expectations at every level in the organization is one of the simplest and most effective steps leaders can and should take to drive performance. Your operating (or strategic) plan should ensure that everyone is clear about

• Where we are (Point A).

• Where we’re going (Point B).

• How we’ll get there.

• Who’s responsible and will be held accountable for specific tasks.

• Deadlines for commitments.

• Rewards and penalties related to performance.

When your plan includes the above-mentioned components, it becomes your contract at the leadership level. And the basis of your accountability model.

At the individual level, expectations should be established as an up-front contract with an if/then component. The power of the if/then component is its simplicity, its clarity, and the fact that it is discussed and agreed to — as the name of the contract says — up front. “If you do this, then you will get this. If you do not do this, then this is what will happen.” Clear expectations and clear consequences for both sets of behavior are indicated. Accountability breaks down and emotions swirl when clear expectations are not established up front. To galvanize unity and drive high performance, people need to know what you want them to do and what’s in it for them when they do it. To accomplish great things, the employees of an organization must be unified around a common goal, and each person in the organization must believe that what they do will affect whether that goal is reached.

A great resource: Book called The Key to Driving a High-Performance Culture by Greg Bustin.

Greg Bustin is a business and leadership consultant, an international speaker and a Master Chair for Vistage International, a partner with TEC Canada and the world’s largest CEO membership organization. He writes a monthly bulletin sent to more than 5,000 executives globally and regularly speaks at events throughout the world. His perspective on leadership has appeared in the Wall Street Journal, and other major publications.