Join Lisa Gates for an in-depth discussion in this video Managing accountability, part of Coaching and Developing Employees (2013).
Simply stated, accountability involves making agreements and closing the loop on …three questions. What, by when, and how will I know. …What is your employee agreeing to? When will they do it? …And how will you know they accomplished it? …In between making the agreement and closing the loop, lie all kinds of …learning opportunities. This is where your employee takes the …what, and turns it into how. Obviously, some actions and agreements …are simple or transactional. Like scheduling a networking lunch and …reporting back about the results. Others may involve more complex details, …like organizing a charity event your company is sponsoring.…
With long tail agreements like that, you'll want to guide your employee to …establish accountability milestones. Encourage them to take responsibility for …how and when they'll communicate their progress. …This may be all review for you, but there's another layer of learning here to …take on. Missed deadlines, botched actions, …procrastination, and forgetfulness are all of the territory. …
- Establish a coaching relationship with your employees.
- Demonstrate the cornerstones of coaching.
- List examples of "PowerTalk Practice".
- Describe how to challenge your employees for growth.
- Identify how to manage accountability and give future-focused feedback.
- Align professional goals with company objectives.
- Design stretch opportunities.