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This weeks
Article....
How Leaders
Cheat Others
Lack of accountability steals
growth
Last week I was with two
executives from the same company
discussing an issue they were having. One
(Joe) was feeling overrun and overworked.
The other (Mike) agreed and was concerned
about it.
The discussion continued and I
asked for a specific example of what was
happening.
As the example unfolded it
became apparent the “Tail was wagging the
Dog”!
Once both Joe and Mike realized
what was happening, the discussion
changed dramatically.
Mike asked, “How could this be
happening? I’ve been trying to be a good
leader and very deliberate in my
delegation. What do we need to do
differently?”….
Both Mike and Joe had been very
deliberate in how they delegated any
project or task. They took into
consideration the person’s behavior
profile, their strengths and challenges,
planned their approach and got specific
feedback indicating the employee fully
understood the expectations. Great stuff,
right out of Management 101.
“So what happens as the project
progresses?” was my next
question.
They were both quiet and then
Joe says, “That’s the problem, the
project does not get done and it becomes
mine and Mike’s problem. That’s the
frustrating thing that is taking up all
our time!”
“Woooo! Who is the boss here?” I
exclaimed. “Why are you cheating your
people this way?”
“What do you mean?” they asked
in unison.
“How do you suppose the employee
views today’s project if he is never held
accountable for his past delays and
shortcomings?” was my
question.
“Well, we reinforce the idea and
behavior that it’s alright to not get it
done. The previous culture was “Tell
& Chew” only without the “Chew”.”
stated Mike. “I guess that responsibility
to direct the culture falls on me as
President.”
“Ok, we’ve isolated a problem
here, where else does this rear its
head?” I quickly asked.
Joe piped in quickly, “At our
executive group level. We discuss issues,
create plans, assign them to one or two
executives and it never seems to get
done!”
“Alright, you and the executive
team are good people, intelligent and
growth oriented. Everyone seems to want a
different culture and growth for the
company. Why do you feel this is
happening to such a strong dedicated
group?” was my inquiry.
Mike responded, “Personally I
have been trying to change the culture to
one of support and open communications.
Every time I interact I’m trying to
consider the other person and how they
need to be communicated to and what’s
important to them. I want their input and
willingness to speak their mind. It seems
I’m reluctant to come down on them or
police them for fear it will close them
off. I’m trying to get them to make their
own decisions so they can take on more
responsibility and grow the business. But
I’m not sure it’s working the way I
want.”
Joe also responded, “I’ve been
the same, very aware of how I’m
communicating and trying not to put up
walls or barriers to my team. What can we
do different?”
My response was, “First of all
let’s look at accountability from a
different view. If I delegate a project
to you and it’s accepted; do you expect
to be successful and what will that
success do for you?”
“Well build my confidence and
ego so I’m ready for the next project!
Its how I would grow as a person and key
employee.” Mike responded.
“Ditto!” says Joe.
“So I allow you to not get the
project done, I allow you to fail at
success. How have I now cheated you?” I
asked.
“Dang it Harlan, you’re right.
We are cheating them out of just what we
want for them. That personal growth, the
ability to take charge and be more
valuable! We have to change our view on
accountability from a police or chew
action to a growth action, one that is in
their favor. We as leaders are obligated
to hold them accountable so they can
grow! It’s not all the employee’s fault;
it may be mostly our fault for not
holding them accountable. Have we been
creating a culture that holds us back
rather than moves us forward?” Mike
responded.
“I’m going to say yes to that
Mike. If you are not holding the
executive team accountable, what effect
does that have on how they work with
their teams? How can a culture of self
directed people occur if the team members
continually see a “pass the buck”
behavior from their leaders? And here is
another issue to consider, if the Sales
Manger is not holding the salespeople
accountable, are they going to hold the
customers accountable?” I
responded.
“What I’m getting from this
conversation is we need to make positive
accountability a priority and view it as
cheating the employee if we don’t.” was
Mike’s comment.
“This is going to be a challenge
for me and for the rest of the executive
team. It has not been the culture in the
past, yet I see where it has to be a core
element in our future culture.” Piped in
Joe.
This is an abbreviated recap of
a 90 minute conversation with Mike and
Joe. Now they are working on the changes
they need to make. Yes we need to be
aware of others, their views, their
abilities and how they act and react to
our delegation. But when the sun goes
down, someone still has to be in charge
and hold others accountable for their
commitments. This is how others grow. I
had almost the same conversation
yesterday with the owner of a family
business trying to develop their son to
take over the business. Accountability
has been a real challenge for them and
their son is not anywhere close to ready
yet!
Hopefully this gives you some
insight into how a well meaning leader
can still end up cheating the people they
lead!
Till next week! Hold yourself
accountable for your growth!
Harlan Goerger
©Harlan Goerger,
12-2008
Can be reprinted in its
entirety.
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