Hold Your Team Accountable For Greater Success

According to Dictionary.com, accountability is the state of being liable, answerable or subject to the obligation of reporting, explaining or justifying something. Basically, accountability means having to answer for one's actions. In business, leaders who hold their employees accountable are telling their teams "behave knowing in advance you will have to explain yourself and that your actions will have consequences". If team members know that they will have to explain actions taken to the leader or other team members, typically, those employees will make better decisions, better carry their portions of the workload and be better team members, leading to greater success for the team overall.

As a leader, you have big, hairy, audacious goals for your team; however, it is much more difficult (if not impossible) to meet those goals when your team members are not on the same page, not working towards the same objectives and not carrying their respective shares of the workload. Instead of success, the results are more like a rowing team with members not rowing in tandem or in the same direction at the same time: you start spinning in circles, not moving at all or moving backwards. Sadness!

Ensure folks are on the same page, working towards the same objectives and carrying their respective shares of the workload by holding each member of your team accountable, both for the elements in their job descriptions as well as the core values to be exhibited by members of your team. To facilitate that accountability, you must do the following:

• determine when each team member will need to report back to you and explain his or her actions
• determine what consequences will occur when completed actions fulfill versus do not fulfill the leader's and team's necessary functions
• inform team members of what you have determined
• follow through on getting those explanations when deemed appropriate and carrying out the subsequent consequences, whether rewards or punishments

Beyond those initial steps, for a system of accountability to truly succeed, I've found that your employees must trust and believe there is a fair and accurate process for keeping track of their actions as well as tying their behavior to real consequences. I believe such a scenario can be created with regular checkins of the leader directly connecting with each team member, ongoing open communication and a concerted emphasis on feedback from employees leading to action on your part.

As you develop a culture of accountability and the habits of holding team members accountable, remember the following key points:

• Employees will assume their behavior is correct unless it is corrected... Set expectations clearly.
• Holding people accountable is only 90% communication and problem-solving; the other 10% is the discipline to keep at it and follow through. No, this aspect of discipline and follow through is certainly not easy; however, it is vital.
• You as the leader may never feel truly comfortable holding your team members accountable; there may always be a point of hesitation right before you hold someone accountable for their actions where a voice inside your head says "Maybe I should let this slide..." However, your responsibility as a leader is to forge ahead for the greater good of the team's success.

As leaders and managers, often, our main fear in holding people accountable is that our interaction with that person will turn emotional, whether angry, sad or something else. To move beyond that hesitation, understand that emotion can be a good thing as it will drive change to take place.

Take steps TODAY to start laying the groundwork for your team's greater success:

• Clearly spell out expectations in advance.
• Track employee performance every step of the way.
• Follow through with real consequences based on whether or not your employee's actual performance meets your conveyed expectations.
• Focus hourly, daily, weekly, monthly, quarterly and annually on actions the team member can truly control.

Bottom line, just get started... Sometimes, simply asking team members to explain their actions each day is a great foundation on which to build and will develop habits needed for meeting higher goals. You need information in order to hold your team members accountable so start asking questions... What have you been working on today? What successes can we celebrate? What hurdles have you faced so we can overcome them? What do you see as our team's immediate needs, short-term goals and long-term vision? What role do you see yourself playing in our group's successes? How can I help you be a bigger part of the group's successes? With more information, movement can be made, but the key is to get started.

How do you utilize accountability now? Have you seen greater success by holding team members accountable? How can you implement greater accountability?

Business & Professional Women's Young Careerist Finalist

Last night, I was honored to be one of three finalists in Raleigh's competition for the Business & Professional Women's Virginia Allan Young Careerist Program, organized by Paulina Bohorquez of Paulina Real Estate Team and judged by all-stars in our community: Folami Bandele, Executive Director of the YWCA Greater Triangle; Jean Hedges, Founder and Executive Director of Women's Power Networking as well as Senior Loan Advisor at Prime Lending; Pat Howlett, Creator of inSide919.com and President of The Howlett Group. With the competition including essay, interview and speech presentation components, this was an excellent opportunity to review my accomplishments thus far. Therefore, I'm using this week's post to share with you my "tell us your story" speech, hoping you enjoy reading these insights as much as I had fun presenting them during the event. And, without further adieu, here's my speech from last night's Young Careerist competition:

Some people read minds. Some people read lips. I read between the lines... or so I've been told... In 2007, I created my very own business, Organize for Success, using laser-sharp focusing methods to help business people, just like you. As a professional organizer, it is my responsibility to empower clients with a few essential skills. For your listening pleasure, I present them in alphabetical order:

- Skill number 1... Finding what you need when you need it.

- Skill number 2... Getting more done in less time.

- Skill number 3... Taming your technological tools.

But I don't stop with my clients... I believe it's critically important to give back to the community, and here are three ways I'm serving our community, again, presented in alphabetical order:

- 1st, I'm the incoming President for the North Carolina chapter of the National Association of Professional Organizers... NAPO for short.

- 2nd, I serve as the Media Coordinator for the North Carolina Lung Cancer Partnership.

- 3rd, I am the Secretary for the Triangle Alumnae Chapter of Kappa Alpha Theta.

Before we go any further, a little background info so you'll know a little bit more about where I've come from to get to this point...

I am one of seven children, and my parents were married 35 years.

I am a graduate of Wake Forest University...

I'm a sports-aholic who roots hard for my Demon Deacons (a little tougher this year but I'll always stick with them through thick and thin).

I lost my father to lung cancer one year ago this month.

And, as a Marketing Director for local automobile dealerships, I am a woman working in a man's world, often joking that I created Organize for Success to escape the male-dominated world of automobile dealerships.

I believe I am a good mentor... There are a lot of young women who want to and need to learn how to be successful in a man's world. In other words, with a little coaching, GEN-X and GEN-Y women can easily hit home runs, score game-winning 3-point shots and run entire football fields to score touchdowns... All while wearing Spanx!

I stress the fact that many of today's businesswomen believe they have to walk, talk and act like a man to be successful. On the contrary, I believe it's important for businesswomen to embrace being women while still relating to the goals, thought-processes and communication styles of the men with whom they work.

My marketing background, my organizational skills and my appreciation of the sports world enable me to "get it"; plus, coming from a large family, I really know how to share... and sharing this knowledge is exactly what I plan to do with business and professional women of Raleigh and beyond. I hope to help many young women in business read between the lines, helping them to not settle for bronze or silver but go for the gold medal.

How would you answer the request of "tell us your story" and have you reflected on your accomplishments recently?