Jobs and CareersLeadership Through Accountability - The 5 Essentials
By Theo Gilbert-Jamison
So many workplace issues, from employee job performance and engagement, to driving business results, customer loyalty, and profitability could be easily resolved if more managers engaged in holding themselves and their team accountable. Accountability for some seems to be a bad word that leads to low worker morale. Some see it as a form of workplace bullying, but there is nothing further from the truth.
The word accountability is often inaccurately defined, and ineffectively applied. In the workplace, accountability is defined as the act of holding others responsible or answerable for their actions (good or bad), for exemplary job performance, and achieving business results. Accountability is not demoralizing staff members for the sake of making a point or an example of them. It is not directing staff members in a condescending manner, or by fear and intimidation.
Accountability is about setting the expectation, clearly communicating it, and then holding yourself and everyone within your sphere of influence responsible for consistently meeting the established expectations. Accountability is a process, with a beginning and an end. It is not about telling people what you expect them to do, then quickly moving on to the next thing.
As I travel the country sharing basics to build leadership effectiveness, I consistently emphasize the importance of leadership and employee accountability in creating a sustaining a culture of service, performance, and operational excellence. While many leaders strongly agree with me, few know what is necessary to ensure accountability in the workplace. There are five specific steps to holding employees accountable for excellence. Growing up as a young manager, my mentors demonstrated these five steps which such a high level of intensity, sincerity, and finesse that I had no option but to accept personal accountability for driving excellence.
Step 1 - Clearly define the expectation or standard - People cannot be held accountable for what they have not been informed of. Don't assume employees know what a good job looks like. Paint the picture by clarifying, detailing, and outlining what you expect. Keep in mind, you don't clarify expectations after something goes wrong, at that point you should be reinforcing them. Here's an example of what I am speaking of: Excellence in an office setting at the reception desk means the workplace is immaculate, spotless; the telephone calls are answered within three rings (and with a smile); employees are appropriately attired, wearing their proper name tag; every visitor who enters the reception area immediately receives a warm and friendly greeting, using their name when and if possible.
Step #2 - Involve staff in efforts to raise the bar - Once the expectations have been defined, they should be shared with employees during departmental meetings. Then staff members should be given an opportunity to voice their opinions or concerns regarding the new standard. To ensure clarity and gain buy-in, ask questions like: Do you think that we can achieve this new standard? What do you believe might stand in the way? What potential barriers might we face? What do we need (i.e. tools, resources, training) to consistently meet the new standard or expectation? In the long run, giving employees an opportunity to voice their concerns will enhance their commitment and support of the new standard or expectation. It shows that you care, value their opinions, and demonstrates that you are committed to making them a part of the solution and are not just forcing the new standard down their throats.
Step #3 - Integrate the new standard - Now its time for all of the talking, brainstorming, and sharing of ideas and best practices to turn into action. To build accountability, the newly agreed upon standard or expectation must be fully integrated into every aspect of the work environment - to include the training and development process, performance review criteria, and all applicable systems and work processes. This shows that you are thorough, mean business, and have a sustainability strategy in mind. And guess what? Your team should be 100% involved in this process - to build teamwork, camaraderie, and to make them feel like valued contributors to the organization's success.
Step 4 - Set up measurements to quantify success - Use internal, key indicators or measurements to assess how effective the team is at following and upholding the new standard or expectation. Key indicators might include customer and employee satisfaction survey results, productivity reports, or even labor turnover results. If your company doesn't have a process in place to measure key indicators like these, then work with your team to create a simplistic scorecard that everyone can understand and support.
Step 5 - Recognize success, and coach for improved performance - Make it a priority to regularly acknowledge and reward employees who consistently exemplify the new standard or expectation. This not only encourages them to keep up the good work, but it also sets the standard by which everyone should be measured. And don't overlook those employees who fall below the standard by not consistently meeting performance expectations. Commit to routine coaching and counseling, working with them on an improvement plan to help them achieve success.
Early in my career as a manager, often I realized that employees weren't living up to my expectations in their job. At first, I thought just telling them what was expected was enough, but boy was I wrong. It wasn't until I began modeling the actions and behaviors of my mentors that I was able to drive success and overall accountability within my team.
Theo Gilbert-Jamison is CEO of Performance Solutions by Design, a global performance consulting firm that caters to luxury and premium brands with an emphasis on transforming organizational culture. She is also the author of two books, The Six Principles of Service Excellence (2005), and The Leadership Book of Numbers, Volume I (2008). As the creative force behind Performance Solutions by Design, Theo is a highly sought after speaker and consultant to CEOs and senior executives in high profile organizations.
====================================
Qualities of a Good Leader
By Lisa Mills
What makes a good leader? Leadership is rarely just about leading. It's about identifying potential in an individual, company or group and then helping them to unlock that potential. Leadership isn't telling people what to do; it's about showing the way and inspiring people to follow.
An age old saying goes that; 'managers do things right, leaders do the right thing.' Having a leader is particularly important in organisations. It represents structure and every business, organisation and group needs structure.
The term being a good leader means that you inspire others to follow your example. You are leading people to success and you are responsible for the actions that are taken to do this. So just what does it take to achieve this?
Great leaders are sought after by all large organisations. Great leaders are worth their weight in gold because they get things done and they inspire others to get things done.
What are the qualities of a good leader?
1. They are proactive rather than reactive. They can anticipate what is required, plan ahead to avoid disruption and get things done, calling on the right members of the team at the right time.
2. They know themselves. They are aware of their strengths and weaknesses. They are also aware of the strengths and weaknesses of their team. They inspire people to be the best they can be by being a mentor. They play to their strengths and train to improve their weaknesses. They know they are not always right and bring together the right people to obtain different points of view.
3. They go the extra mile. It may be giving a member of the team their support over a personal issue, or putting in extra hours to get the job done. A good leader isn't a 9 to 5 person, they are flexible with a good character and completely committed.
4. They know their limits. They know they don't know everything. A know-all in a company is a dangerous employee. True leaders may make the ultimate decision but they will ensure they gather all the relevant information from trusted sources to enable them to make the decision.
5. They are visionaries. Through experience they are able to see creative solutions where others see none. They are constantly seeking and identifying new possibilities.
6. They adapt easily to change. Change within a company is what keeps it fresh, above its competitors and away from bankruptcy. Good leaders see change as a challenge and embrace it whole heartedly.
By choosing the right leader for your organisation you are climbing the ladder of success. Good leaders will help employ the right staff based not just on their skill set but also their attitude. Having the right team behind your company, with fully motivated staff and great leadership qualities can only enhance your company's reputation and productivity.
Lisa Mills runs a baby gift box website. http://www.newbabygiftboxes.co.uk is a site offering baby gifts.
===============================================
People First Leadership Development Series - Definition of Leadership
By Jack Lannom
DEFINITION OF LEADERSHIP
As we begin to study the principles and practices of the People First Leader, we must begin with a concise definition of what "leadership" is:
Leadership is the art and science of influencing and inspiring people to perform to their personal best-through the wise application of comprehensive knowledge, understanding, and power-to achieve an enduring legacy of truth, wisdom, and excellence.
In the days of our Founding Fathers, leaders focused on the good, the true, and the beautiful. Today, far too many leaders are focused on the functional, the profitable, and the efficient. We've moved from truth to trend, from wisdom to wealth, and from excellence to the expedient.
The results of such a shift in focus are sadly predictable. In today's mercurial economic climate, in which survival often hinges on rapid innovation and adaptability, surveys reveal that seven out of ten employees don't look forward to going to work and don't give their best efforts while they are on the job. A disturbing majority of Americans see no real meaning in their work; therefore, they do not perform with passion. Most companies engage employees' hands-but not their hearts.
The timing for this sort of detachment could not possibly be more inappropriate. Access to information and technology is expanding and advancing at micro-processed speed. Departments, divisions-indeed, entire industries-are being "right-sized," reinvented, and reconfigured at a breakneck rate. Traditional organizational reporting structures are shredded as companies race to the marketplace in a frantic attempt to satisfy buyers' demands for "More, faster, better, cheaper!" At the precise point in time when businesses need men and women who are both focused and flexible, independent and collaborative, prudent and unafraid, we see record numbers of men and women who are mentally and emotionally disengaged from the workplace. At the very moment when companies are desperate to recruit entire rosters of committed purpose partners who will eagerly embrace change and volunteer information and innovation for operational and marketplace initiatives, they see increasing numbers of stolid, sullen performance puppets. The blame for this inertia rests squarely on the shoulders of the leaders!
"Progressive" companies invest in training programs that expand the skill-sets of their staffs... but virtually ignore their mind-sets. Organizations talk endlessly about what a top-flight leader does, and breathe not a word about what the leader believes. And for all the books, tapes, videos, and seminars that are consumed every year, it is a safe bet that only a tiny fraction of organizations have a defined, operational system in place for identifying, developing, and nurturing leaders.
What about your company? Do you know where your company's leadership manual is located? Does such a manual exist? Can you articulate the established procedures in your organization for passing on a legacy of leadership beliefs and behaviors to the next generation of leaders? If your answer to any of these questions is "No," please don't miss any of the articles that follow! Your answers are about to change, in a dramatically positive way!
Lannom Worldwide provides a groundbreaking system that creates outrageously engaged, high-octane cultures that increase profits, tap potential, attract and retain the best people and make competitors irrelevant - in ANY economy! For more information about Jack Lannom and Lannom Worldwide, please visit http://www.lannomworldwide.com
By Theo Gilbert-Jamison
So many workplace issues, from employee job performance and engagement, to driving business results, customer loyalty, and profitability could be easily resolved if more managers engaged in holding themselves and their team accountable. Accountability for some seems to be a bad word that leads to low worker morale. Some see it as a form of workplace bullying, but there is nothing further from the truth.
The word accountability is often inaccurately defined, and ineffectively applied. In the workplace, accountability is defined as the act of holding others responsible or answerable for their actions (good or bad), for exemplary job performance, and achieving business results. Accountability is not demoralizing staff members for the sake of making a point or an example of them. It is not directing staff members in a condescending manner, or by fear and intimidation.
Accountability is about setting the expectation, clearly communicating it, and then holding yourself and everyone within your sphere of influence responsible for consistently meeting the established expectations. Accountability is a process, with a beginning and an end. It is not about telling people what you expect them to do, then quickly moving on to the next thing.
As I travel the country sharing basics to build leadership effectiveness, I consistently emphasize the importance of leadership and employee accountability in creating a sustaining a culture of service, performance, and operational excellence. While many leaders strongly agree with me, few know what is necessary to ensure accountability in the workplace. There are five specific steps to holding employees accountable for excellence. Growing up as a young manager, my mentors demonstrated these five steps which such a high level of intensity, sincerity, and finesse that I had no option but to accept personal accountability for driving excellence.
Step 1 - Clearly define the expectation or standard - People cannot be held accountable for what they have not been informed of. Don't assume employees know what a good job looks like. Paint the picture by clarifying, detailing, and outlining what you expect. Keep in mind, you don't clarify expectations after something goes wrong, at that point you should be reinforcing them. Here's an example of what I am speaking of: Excellence in an office setting at the reception desk means the workplace is immaculate, spotless; the telephone calls are answered within three rings (and with a smile); employees are appropriately attired, wearing their proper name tag; every visitor who enters the reception area immediately receives a warm and friendly greeting, using their name when and if possible.
Step #2 - Involve staff in efforts to raise the bar - Once the expectations have been defined, they should be shared with employees during departmental meetings. Then staff members should be given an opportunity to voice their opinions or concerns regarding the new standard. To ensure clarity and gain buy-in, ask questions like: Do you think that we can achieve this new standard? What do you believe might stand in the way? What potential barriers might we face? What do we need (i.e. tools, resources, training) to consistently meet the new standard or expectation? In the long run, giving employees an opportunity to voice their concerns will enhance their commitment and support of the new standard or expectation. It shows that you care, value their opinions, and demonstrates that you are committed to making them a part of the solution and are not just forcing the new standard down their throats.
Step #3 - Integrate the new standard - Now its time for all of the talking, brainstorming, and sharing of ideas and best practices to turn into action. To build accountability, the newly agreed upon standard or expectation must be fully integrated into every aspect of the work environment - to include the training and development process, performance review criteria, and all applicable systems and work processes. This shows that you are thorough, mean business, and have a sustainability strategy in mind. And guess what? Your team should be 100% involved in this process - to build teamwork, camaraderie, and to make them feel like valued contributors to the organization's success.
Step 4 - Set up measurements to quantify success - Use internal, key indicators or measurements to assess how effective the team is at following and upholding the new standard or expectation. Key indicators might include customer and employee satisfaction survey results, productivity reports, or even labor turnover results. If your company doesn't have a process in place to measure key indicators like these, then work with your team to create a simplistic scorecard that everyone can understand and support.
Step 5 - Recognize success, and coach for improved performance - Make it a priority to regularly acknowledge and reward employees who consistently exemplify the new standard or expectation. This not only encourages them to keep up the good work, but it also sets the standard by which everyone should be measured. And don't overlook those employees who fall below the standard by not consistently meeting performance expectations. Commit to routine coaching and counseling, working with them on an improvement plan to help them achieve success.
Early in my career as a manager, often I realized that employees weren't living up to my expectations in their job. At first, I thought just telling them what was expected was enough, but boy was I wrong. It wasn't until I began modeling the actions and behaviors of my mentors that I was able to drive success and overall accountability within my team.
Theo Gilbert-Jamison is CEO of Performance Solutions by Design, a global performance consulting firm that caters to luxury and premium brands with an emphasis on transforming organizational culture. She is also the author of two books, The Six Principles of Service Excellence (2005), and The Leadership Book of Numbers, Volume I (2008). As the creative force behind Performance Solutions by Design, Theo is a highly sought after speaker and consultant to CEOs and senior executives in high profile organizations.
====================================
Qualities of a Good Leader
By Lisa Mills
What makes a good leader? Leadership is rarely just about leading. It's about identifying potential in an individual, company or group and then helping them to unlock that potential. Leadership isn't telling people what to do; it's about showing the way and inspiring people to follow.
An age old saying goes that; 'managers do things right, leaders do the right thing.' Having a leader is particularly important in organisations. It represents structure and every business, organisation and group needs structure.
The term being a good leader means that you inspire others to follow your example. You are leading people to success and you are responsible for the actions that are taken to do this. So just what does it take to achieve this?
Great leaders are sought after by all large organisations. Great leaders are worth their weight in gold because they get things done and they inspire others to get things done.
What are the qualities of a good leader?
1. They are proactive rather than reactive. They can anticipate what is required, plan ahead to avoid disruption and get things done, calling on the right members of the team at the right time.
2. They know themselves. They are aware of their strengths and weaknesses. They are also aware of the strengths and weaknesses of their team. They inspire people to be the best they can be by being a mentor. They play to their strengths and train to improve their weaknesses. They know they are not always right and bring together the right people to obtain different points of view.
3. They go the extra mile. It may be giving a member of the team their support over a personal issue, or putting in extra hours to get the job done. A good leader isn't a 9 to 5 person, they are flexible with a good character and completely committed.
4. They know their limits. They know they don't know everything. A know-all in a company is a dangerous employee. True leaders may make the ultimate decision but they will ensure they gather all the relevant information from trusted sources to enable them to make the decision.
5. They are visionaries. Through experience they are able to see creative solutions where others see none. They are constantly seeking and identifying new possibilities.
6. They adapt easily to change. Change within a company is what keeps it fresh, above its competitors and away from bankruptcy. Good leaders see change as a challenge and embrace it whole heartedly.
By choosing the right leader for your organisation you are climbing the ladder of success. Good leaders will help employ the right staff based not just on their skill set but also their attitude. Having the right team behind your company, with fully motivated staff and great leadership qualities can only enhance your company's reputation and productivity.
Lisa Mills runs a baby gift box website. http://www.newbabygiftboxes.co.uk is a site offering baby gifts.
===============================================
People First Leadership Development Series - Definition of Leadership
By Jack Lannom
DEFINITION OF LEADERSHIP
As we begin to study the principles and practices of the People First Leader, we must begin with a concise definition of what "leadership" is:
Leadership is the art and science of influencing and inspiring people to perform to their personal best-through the wise application of comprehensive knowledge, understanding, and power-to achieve an enduring legacy of truth, wisdom, and excellence.
In the days of our Founding Fathers, leaders focused on the good, the true, and the beautiful. Today, far too many leaders are focused on the functional, the profitable, and the efficient. We've moved from truth to trend, from wisdom to wealth, and from excellence to the expedient.
The results of such a shift in focus are sadly predictable. In today's mercurial economic climate, in which survival often hinges on rapid innovation and adaptability, surveys reveal that seven out of ten employees don't look forward to going to work and don't give their best efforts while they are on the job. A disturbing majority of Americans see no real meaning in their work; therefore, they do not perform with passion. Most companies engage employees' hands-but not their hearts.
The timing for this sort of detachment could not possibly be more inappropriate. Access to information and technology is expanding and advancing at micro-processed speed. Departments, divisions-indeed, entire industries-are being "right-sized," reinvented, and reconfigured at a breakneck rate. Traditional organizational reporting structures are shredded as companies race to the marketplace in a frantic attempt to satisfy buyers' demands for "More, faster, better, cheaper!" At the precise point in time when businesses need men and women who are both focused and flexible, independent and collaborative, prudent and unafraid, we see record numbers of men and women who are mentally and emotionally disengaged from the workplace. At the very moment when companies are desperate to recruit entire rosters of committed purpose partners who will eagerly embrace change and volunteer information and innovation for operational and marketplace initiatives, they see increasing numbers of stolid, sullen performance puppets. The blame for this inertia rests squarely on the shoulders of the leaders!
"Progressive" companies invest in training programs that expand the skill-sets of their staffs... but virtually ignore their mind-sets. Organizations talk endlessly about what a top-flight leader does, and breathe not a word about what the leader believes. And for all the books, tapes, videos, and seminars that are consumed every year, it is a safe bet that only a tiny fraction of organizations have a defined, operational system in place for identifying, developing, and nurturing leaders.
What about your company? Do you know where your company's leadership manual is located? Does such a manual exist? Can you articulate the established procedures in your organization for passing on a legacy of leadership beliefs and behaviors to the next generation of leaders? If your answer to any of these questions is "No," please don't miss any of the articles that follow! Your answers are about to change, in a dramatically positive way!
Lannom Worldwide provides a groundbreaking system that creates outrageously engaged, high-octane cultures that increase profits, tap potential, attract and retain the best people and make competitors irrelevant - in ANY economy! For more information about Jack Lannom and Lannom Worldwide, please visit http://www.lannomworldwide.com
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