Managing for Success: How to Hold People Accountable for Results

by Kathleen M. Randall, CSP

Ever felt like you were pulling your hair out trying to get adults to do their jobs and be accountable for their progress?

Chris walked in and sat down in my office. He began describing a series of missed deadlines and frustration with members of his team.  He thought he was handling situations, but more and more he was letting his emotions show. How could this happen? He tried to be clear about what the project involved and the importance of each person taking responsibility for his / her portion of the process. The deadline had come and gone, the project was still not finished, and some of the team members didn’t seem to care. Chris was more than frustrated. At this point, he was discouraged and angry!

Whether you’re a first-time manager or a seasoned manager, holding people accountable can be frustrating and bring out the worst of emotions. If you’re like most managers, you’ve tried courteous reminders and polite conversations. And while that works with many people, the truth is, it only takes one person to hold up the project and make life miserable for you and everyone else!

But the frustration doesn’t need to escalate if you follow 5 simple steps. Remember, each step is necessary. Be careful not to by-pass any one of them!

1.    End-Results First

Help them “see” where the project will end and a clear path to get there. Get their input on best ways to accomplish tasks along the way. Be excited about the results and the impact of the finalized process. Ask them questions: What do they see as some best practices to achieve the desired result? What will be the barriers that need to be hurdled? And what tools will they need to get the job done?

2.    Set Benchmarks: WHAT, WHEN

Before you head out on the project, continue the conversation… what needs to be done and by when? As a group, discuss and put into place small benchmarks that must be achieved by specific dates. Pre-identify these benchmarks (series of tasks that need to be done) and set dates for each benchmark. For example, if your project is due in 16 weeks, set benchmarks for the end of week 1; two weeks later (end of week 3); another two weeks later (end of week of week 5); four weeks later (end of week 9); another four weeks later (end of week 13). Now start shortening the gap again and check in with the entire team two weeks before the deadline (end of week 14);  one week before the deadline (end of week 15); and finally, one or two days before the end of the deadline on week 16. Prorate the time by starting with short deadlines so the team can see where help is needed or what might be holding up the process. Gradually lengthen the time between benchmarks, until finally coming back to shorter deadlines as you approach the project due-date. This way, natural peer pressure allows the team to move forward together. It also allows team members to problem solve areas that might need input.

3.    Speak Clear Expectations: WHO, WHAT, WHEN

No, you’re not done yet. They can’t read your mind. And now is NOT a time to be brief and of few words. Assuming that everyone understands is not in anyone’s best interest. Pushing everyone out the gate and then waiting for the final deadline to be met is a prescription for failure! As a manager, it’s your job to coordinate the power and rhythm of your team. Allow each participant to clearly step through their part of the process. It’s your job to let them know of any specifics in that process. Then let them know that you will check in on these specific benchmarks (mini-projects) that have been pre-identified. You will use that benchmark to maintain that tasks are getting done at every level.

 4.   Monitor: Using Check Points along the way

The key to success will now be your ability (yes, you, the manager) to hold these benchmark meetings like clockwork. No putting them off… even if you think everything is flowing smoothly. All the more reason to get together and celebrate victories along the way! And if you absolutely can’t be at the benchmark meeting, then assign someone to oversee and report back. Keep it moving. Monitoring checkpoints will allow you to get feedback and rest assured that all is on track. It will also keep you from micro-managing everyone on your team!

5.    Critical Conversations

Before the project starts, let everyone know that you will check in with them on the appointed times should they need any questions answered or need your assistance with any road blocks. Also let them know that you will be holding them accountable when progress has not been made that is within their control.  While you may not put an individual on a disciplinary course after one offense, you do need to consider if that one individual is holding up the team time after time. It’s that individual that needs to be held accountable with workplace disciplinary action. If you don’t, you’ll start losing the respect of your employees… or even worse, you’ll start losing your best employees due to your inability to have a critical conversation!

In the end, holding others accountable comes back to you, the manager. When looking to achieve a goal, what measures did you put in place along the way? Did you commit to having those benchmark meetings? What tools or training did you provide if they were not able meet their personal benchmarks for a project? And finally, did you have one-on-one conversations and / or disciplinary action taken with the individuals responsible for not meeting their portion of the deadline(s)?

Holding people accountable may not always make you feel “liked.” However, management isn’t about being liked; it’s about respect and getting the job done. If implemented correctly, holding people accountable will allow the entire team to succeed while also giving you the respect you need to continue moving forward as a successful manager. ♦

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