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Accountability Worksheet

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662 views11 pages

Accountability Worksheet

Uploaded by

atgreat25
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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ACCOUNTABILITY

Purpose: Help leaders understand their assumptions and thoughts about


performance and accountability.
Objective: Leaders will consistently hold their employees and themselves
accountable to commitments.
Coaching Tools:
1. Successful Ingredients of an Accountable Team
2. Questions
3. Accountability Worksheet
4. Name and Blame Worksheet
5. What is your ACCOUNT Ability Article
Overview: Accountability is defined as an obligation or willingness to accept
responsibility or to account for one's actions. Note that this definition does
not indicate accountability only occurs for poor performance. Accountability
refers to holding one another in account for all actions, positive and negative.
Managers have to hold people accountable for their work. It’s inherent in the
position. However, many managers are very uncomfortable with the elements
of accountability, which include: feedback, observation, follow up,
communication, and goal setting. Each leader has his or own perspective on
holding team members accountable, so it’s imperative we explore our own
thoughts about accountability.
The key ingredients to successful accountability on a team:

• Expectations
• Goals
• Consistent coaching
• Courageous conversations
• Follow up and thru (inspect what you expect)
• Confirm goal achievement
• Reset goals
• Repeat
2

ACCOUNTABILITY

Leaders may struggle with one or all of these elements. Here are a few
questions to explore perspective and assumptions.
ü What is the process you follow to set goals? How consistent are you? If
not, why not?
ü How often do you follow up with employees on their goals? How do you
document and track their progress?
ü How do employees know they are succeeding on your team?
ü What process do you have in place to evaluate employees’ performance
and contribution?
ü How often do you meet 1:1 with your employees? Are you consistent
with your meetings? What would your employees say if they were
asked?

© Leadership Coach, LLC. All rights reserved.


3

ACCOUNTABILITY WORKSHEET

What are your thoughts about holding people accountable for performance?

Do you consistently hold your employees accountable to their goals? Why or


why not?

What would you like to change about how you hold your team members
accountable for their performance?

What might you need to think to make these changes?

© Leadership Coach, LLC. All rights reserved.


4

ACCOUNTABILITY WORKSHEET

Why do you believe people don’t perform in their jobs?


When you think this thought, how do you feel?


When you feel this way, how do you act toward your employee(s)?

When you act this way, what results do you get with your employee(s)?

© Leadership Coach, LLC. All rights reserved.


5

ACCOUNTABILITY WORKSHEET

Why do you believe people perform in their jobs?


When you think this thought, how do you feel?


When you feel this way, how do you act toward your employee(s)?

When you act this way, what results do you get with your employee(s)?

© Leadership Coach, LLC. All rights reserved.


6

NAME AND BLAME WORKSHEET

Think of an employee that isn’t doing what you think she/he should be doing
or didn’t do what she/he committed to do.

What should the employee be doing?


Why didn’t the employee do what she/he said she/he would?


Why do you care that the work/project/goal wasn’t met?


What impact does the work not being completed have on you?

What do you think about this employee?


© Leadership Coach, LLC. All rights reserved.


7

NAME AND BLAME WORKSHEET

How do you feel when you think of your employee this way?

What results are you getting?


What’s another way to think about why the employee didn’t finish the work?

What do you believe about yourself in this scenario?


© Leadership Coach, LLC. All rights reserved.


8

NAME AND BLAME WORKSHEET

How is this the perfect scenario for you?


What is the best way to address the situation?


What do you have to believe about yourself to make this happen?


How do you feel when you believe this?


© Leadership Coach, LLC. All rights reserved.


9

WHAT IS YOUR ACCOUNTABILITY?

We talk so much about accountability in the workplace.

As a manager, one of your primary responsibilities is to ‘hold’ your employees


accountable to their goals, their job, their performance, etc.

Unfortunately, the word accountable has become synonymous with writing


people up. If you’ve gotten to the point of writing someone up for poor
performance, you are now in the progressive discipline process.

It's no longer about accountability, it is about employ-ability.

Accountability is your tool to engage, motivate, encourage and teach your


employees. It is a positive part of the coaching process, not a cautionary part
of progressive discipline.

Accountability is a mechanism in your coaching relationship to determine


the following:

• Who knows how to do their job?


• Who is surpassing the expectations of their job?
• Who is in need of support, training, and additional coaching?
• Who follows through with commitments and can take on more
responsibility?
• Who needs more inspection of their efforts?
• Who should be commended for a job well done?

Think of it this way, instead of focusing on "holding others accountable," why


not focus on holding yourself accountable to have the conversations you
must have… to follow up on the commitments made, communicate with your
employees about whether or not they met expectations.

Accountability is a simple practice that should be embedded in EVERY


coaching conversation. Here is a simple flow that all managers can follow.

© Leadership Coach, LLC. All rights reserved.


10

• Explain to each employee your expectations as a team member and


contributor to the organization.
• Collaboratively develop performance goals and outcomes with each
staff member.
• Observe each staff member in the execution of those goals. (Depending
on the level of the employee, this may be daily or it may be quarterly.
Regardless, as someone’s manager you should be inspecting his/her
work as appropriate.)
• Provide feedback, based on observations.
• Conduct consistent follow up on goals and outcome progress.
• Determine success and progress and what tools and resources are
necessary for the employee's performance.
• Repeat

If you follow this process, you will account for their ability. AND by following
this process, you will demonstrate your ability to account for others'
performance and outcomes. Essentially, by consistently practicing
accountability as a part of your coaching practice(s) with your employees, you
are also demonstrating your account-ability.

Building in accountability to your employee and team coaching practice(s) is


how you show your team how to WIN! People want to know where the goal
line is. But if they reach the finish line and you don’t acknowledge them, they’ll
wonder if there really is a way to win. And they’ll wonder if you even notice.

Lack of employee accountability is a sign of mismanagement. It is a lack of


accounting for your employee’s abilities and results. It’s an indicator that
managers are not holding themselves accountable to the steps listed above. At
any one of these points in the process, there may be an opportunity for a
manger to have a courageous conversation. When those conversations
happen with frequency, employees are much more likely to stay on track or to
be quickly noticed if they are significantly off track. Additionally, they are
much more likely to repeat the behaviors you want them to be repeating. They
will learn more and achieve more!

© Leadership Coach, LLC. All rights reserved.


11

NOTES

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