"When it comes to accountability, it's not enough to chant the slogan around the office and hope people get it. Asserting that you're the type of boss who holds people accountable isn't enough to do the trick. Your team must trust and believe that there is a fair and accurate process for keeping track of their actions and tying their behavior to real consequences."
"There are three things you would want to know. First, you would want to know exactly what a great job, an average job, and a bad job look like. Second, you would want to know that someone is keeping a close eye on your performance, so it isn't overlooked when you do a great job. Third, you'd want to ensure your performance is measured based on the expectations that were spelled out up front-and nothing else."
Managers must be highly engaged, set employees up for success, and reward performance appropriately while understanding employees' other commitments. Accountability requires a fair, accurate process that links concrete actions to real consequences rather than slogans. Managers should spell out expectations in advance, track performance continuously, and follow through with consequences aligned to predefined standards. Performance must be observed closely and measured only against expectations set up front. Accountability practices must occur frequently and up close, not only during formal evaluations, to maintain trust and ensure consistent application despite real-world complications.
Read at Psychology Today
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