Accountability I - CoxHealth · Holding Others Accountable HOW TO HOLD PEOPLE ACCOUNTABLE 1) Choose...
Transcript of Accountability I - CoxHealth · Holding Others Accountable HOW TO HOLD PEOPLE ACCOUNTABLE 1) Choose...
Accountability IPresented by: Don Harkey
(C) 2015 People Centric Consulting Group
(C) 2015 People Centric Consulting Group
The “A” Word
(C) 2015 People Centric Consulting Group
Types of Accountability
1)Holding others Accountable
2)Holding yourself Accountable
(C) 2015 People Centric Consulting Group
Types of Accountability
1)Holding others Accountable
2)Holding yourself Accountable
(C) 2015 People Centric Consulting Group
Holding Others Accountable
Would you agree that holding other people accountable is a KEY trait of a good leader?
(C) 2015 People Centric Consulting Group
Holding Others Accountable
What would you do if somebody cut in front of you in a line at the movie theater?
(C) 2015 People Centric Consulting Group
(C) 2015 People Centric Consulting Group
Holding Others Accountable
People in another study also failed to speak up when…
- Someone ate off their plate- Talked REALLY loud at a library- Read over someone’s shoulder
(C) 2015 People Centric Consulting Group
Holding Others Accountable
93% of people say they work with a person they find hard to work with, but nobody says anything
(C) 2015 People Centric Consulting Group
Holding Others Accountable
DISCUSSION
Why do you think that most people won’t say anything in these situations?
(C) 2015 People Centric Consulting Group
Holding Others Accountable
How about these scenarios?
(C) 2015 People Centric Consulting Group
Holding Others Accountable
People in another study also failed to speak up when…
- Observing a possible child abduction- Seeing someone collapse on a sidewalk- Listening to someone making racist comments- A doctor fails to wash their hands
(C) 2015 People Centric Consulting Group
Holding Others Accountable
1982 – Boeing 727 crashes into the Potomac River killing 78 people
Cause: Ice on the wing
(C) 2015 People Centric Consulting Group
Holding Others Accountable
15:59:32 CAM-1 Okay, your throttles.15:59:35 [SOUND OF ENGINE SPOOLUP]15:59:49 CAM-1 Holler if you need the wipers.15:59:51 CAM-1 It's spooled. Real cold, real cold.15:59:58 CAM-2 God, look at that thing. That don't seem right, does it? Uh, that's not right.16:00:09 CAM-1 Yes it is, there's eighty.16:00:10 CAM-2 Naw, I don't think that's right. Ah, maybe it is.16:00:21 CAM-1 Hundred and twenty.16:00:23 CAM-2 I don't know.16:00:31 CAM-1 V1. Easy, V2.
(C) 2015 People Centric Consulting Group
Holding Others Accountable
16:00:39 [SOUND OF STICKSHAKER STARTS AND
CONTINUES UNTIL IMPACT]
16:00:41 TWR Palm 90 contact departure control.
16:00:45 CAM-1 Forward, forward, easy. We only want
five hundred.
16:00:48 CAM-1 Come on forward....forward, just
barely climb.
16:00:59 CAM-1 Stalling, we're falling!
16:01:00 CAM-2 Larry, we're going down, Larry....
16:01:01 CAM-1 I know!
16:01:01 [SOUND OF IMPACT]
—Transcript, Air Florida Flight 90 Cockpit Voice
Recorder
(C) 2015 People Centric Consulting Group
Holding Others Accountable
Evidence of serious O-ring erosion was present as early
as the second space shuttle mission, STS-2, which was
flown by Columbia. Contrary to NASA regulations, the
Marshall Center did not report this problem to senior
management at NASA, but opted to keep the problem
within their reporting channels with Thiokol.
Even after the O-rings were redesignated as "Criticality
1"—meaning that their failure would result in the
destruction of the Orbiter—no one at Marshall
suggested that the shuttles be grounded until the flaw
could be fixed.
(C) 2015 People Centric Consulting Group
Holding Others Accountable
Thiokol management initially supported its engineers'
recommendation to postpone the launch, but NASA
staff opposed a delay.
During the conference call, Hardy told Thiokol, "I am
appalled. I am appalled by your recommendation."
Mulloy said, "My God, Thiokol, when do you want me to
launch — next April?"
(C) 2015 People Centric Consulting Group
Holding Others Accountable
KEY POINT
It is often difficult for people to hold someone else accountable… so you have to realize that it takes deliberate effort
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
Create a “Watershed” moment
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
“A key part of a supervisor’s job is to help their employees succeed or fail more quickly”
- Don Harkey
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
DEALING WITH A TOXIC EMPLOYEE
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableCHOOSE WHAT AND IF
CHOOSE WHAT AND IF
• WHAT problem are you trying to solve
• IF you should address the problem at all
(C) 2015 People Centric Consulting Group
Holding Others AccountableCHOOSE WHAT AND IF
THE CORRECT “WHAT” SHOULD ADDRESS YOUR MAIN CONCERN
(C) 2015 People Centric Consulting Group
Holding Others AccountableCHOOSE WHAT AND IF
DISCUSSIONYour teenage daughter swears to you that she will be home from her first big date by midnight but she doesn’t come home until 1AM.
WHAT problem should you discuss?
(C) 2015 People Centric Consulting Group
Holding Others AccountableCHOOSE WHAT AND IF
DISCUSSIONYour teenage daughter swears to you that she will be home from her first big date by midnight but she doesn’t come home until 1AM.
“What” Options:• She broke a promise• She violated your trust• She drove you insane with fear• She openly defied you• She was getting even with you for something else
(C) 2015 People Centric Consulting Group
Holding Others AccountableCHOOSE WHAT AND IF
Consider these options… does addressing these solve your biggest problem?
“What” Options:• She broke a promise• She violated your trust• She drove you insane with fear• She openly defied you• She was getting even with you for something else
(C) 2015 People Centric Consulting Group
Holding Others AccountableCHOOSE WHAT AND IF
CAUTION: Don’t judge intentions
“What” Options:• She broke a promise• She violated your trust• She drove you insane with fear• She openly defied you• She was getting even with you for something else
“Zone of Acceptance”
(C) 2015 People Centric Consulting Group
Holding Others AccountableCHOOSE WHAT AND IF
Should you even address the issue?
A car cuts you off in traffic
“Zone of Acceptance”
(C) 2015 People Centric Consulting Group
Holding Others AccountableCHOOSE WHAT AND IF
Should you even address the issue?
Your son gets a mohawk
“Zone of Acceptance”
(C) 2015 People Centric Consulting Group
Holding Others AccountableCHOOSE WHAT AND IF
Should you even address the issue?
Your employee is stealing
(C) 2015 People Centric Consulting Group
Holding Others AccountableCHOOSE WHAT AND IF
Times when you should probably address the issue…
• When a promise is clearly broken• When it really bothers you • When it hits your conscience
(C) 2015 People Centric Consulting Group
Holding Others AccountableCHOOSE WHAT AND IF
When most people assess the RISK involved with a conversation they often…
• Downplay the cost of silence• Exaggerate the cost of addressing the issue
“Sucker’s Choice”
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
THE QUICK STORY
“That person is just being lazy!”
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
THE QUICK FEEDBACK
“You are being lazy!”
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
THE QUICK RESULT
“Who do you think you are?”
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
THE HAZARDOUS HALF MINUTE
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
MASTERING YOUR STORYWhat is whole story really? Avoid judgment and focus on what is important and not important.
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
WHAT IS THE GAP?
• Violated Promise• Broken Commitment• Bad Behavior
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
WAYS NOT TO ADDRESS THE GAP
Don’t Use a Compliment Sandwich
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
WAYS NOT TO ADDRESS THE GAP
Don’t Do an Ambush
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
WAYS NOT TO ADDRESS THE GAP
Don’t Play Charades / Passive Aggressive
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
WAYS NOT TO ADDRESS THE GAP
Don’t Pass the Buck (Good Cop / Bad Cop)
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
WAYS NOT TO ADDRESS THE GAP
Don’t Play “Read My Mind”
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
DESCRIBING THE GAP (Option 1)
1) Start with Safety - create Mutual Purpose (if necessary)
2) Share your Path3) End with a Question
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
DESCRIBING THE GAP (Option 2)
1) Describe the Gap
Example: “You said you’d be home at midnight, and it is just past 1AM”
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
Remember the 3 Components of Motivation
1) Strengths2) Autonomy3) Purpose
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
Remember the 3 Components of Motivation
1) Strengths2) Autonomy3) Purpose
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
KEY POINT
If someone else really is going to change their behavior, they need to do it for THEIR reasons, not yours.
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
You just presented them with the problem (gap), now ask them to help you with the solution.
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
SO… WHAT ARE WE GOING TO DO?
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
TIPS FOR TAKING ACTION
1) Explore barriers together 2) Avoid quick advice3) Sometimes you need to do it for them!
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
Don’t Lose Focus and Get Angry
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
Agree on a Clear Action Plan and set up a follow up time
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1. What are you going to do?2. When can we talk again?3. So… What did you do?4. Repeat as needed
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
Let’s PRACTICE
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
THE SCENARIO
A Manager has an important presentation to make to the board of directors and needed some critical data from your Employee. The Employee forgets to provide the data and the Manager has a bad meeting.
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
THE MANAGER
Your Employee is normally pretty good, but does has a tendency to forget things. You are very upset because the meeting went so poorly and the board is considering downsizing (that is a secret).
(C) 2015 People Centric Consulting Group
Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE
THE EMPLOYEE
Your Manager is always dropping by and asking you to perform seemingly random tasks. Sometimes you provide the information and the Manager forgets they even asked for it. You don’t know what is important or not important.
(C) 2015 People Centric Consulting Group
Types of Accountability
1)Holding others Accountable
2)Holding yourself Accountable
(C) 2015 People Centric Consulting Group
Types of Accountability
1)Holding others Accountable
2)Holding yourself Accountable
(C) 2015 People Centric Consulting Group
HOLDING YOURSELF ACCOUNTABLE
All you can really control is what YOU do!
(C) 2015 People Centric Consulting Group
HOLDING YOURSELF ACCOUNTABLE
“Well… what did you do wrong?”
KEY TAKEAWAYS
1) Accountability discussions require deliberate action.
2) People do things for good reasons… but it’s their reasons, not yours.
3) Always follow up.
(C) 2015 People Centric Consulting Group
(C) 2015 People Centric Consulting Group
w w w . P e o p l e C C G . c o m
4 1 7 . 8 8 7 . 6 7 6 0