As a project leader, you want your team members to deliver quality work on time and within budget. But how do you ensure that they meet your expectations without micromanaging them or creating resentment? In this article, you will learn some effective strategies to hold your team members accountable without being controlling.
The first step to accountability is to define what success looks like for each task and project. Make sure that your team members understand the scope, deliverables, deadlines, and quality standards of their assignments. Use SMART (specific, measurable, achievable, relevant, and time-bound) criteria to set clear and realistic goals that align with the project vision and objectives. Communicate these goals frequently and consistently, and provide feedback and recognition along the way.
Setting clear goals is great, but ideally, you want to build the goals with the team so that you have their buy-in. You can always try to push them to be more ambitious, finish faster, etc.
The second step to accountability is to trust your team members to do their work without constant supervision or interference. Delegate tasks and responsibilities according to their skills, interests, and development needs. Empower them to make decisions and solve problems within their scope of authority. Avoid micromanaging or overruling them, unless there is a serious risk or issue. Instead, offer support and guidance when needed, and encourage them to learn from their mistakes and successes.
I live by the RACI framework. It stands for Responsible, Accountable, Consulted, and Informed. The Responsible party is the one doing the actual work. So in the case of social media, it would be the social media manager making and posting content. The Accountable party would be the person held accountable if the posts were not being made, this might be the Marketing Director. The Consulted party is someone who's feedback is needed as the project/work is happening. This might be the VP of Marketing and/or Product Manager who wants to give feedback on the content. Finally, we have the Informed party, these are the people that need status updates, most likely because their work relies on this project, this could be the Email Marketing Manager.
The third step to accountability is to track and measure the progress and performance of your team members. Use appropriate tools and methods to monitor their work, such as dashboards, reports, check-ins, or reviews. Follow up with them regularly to ensure that they are on track, address any challenges or concerns, and provide constructive feedback and coaching. Don't wait until the end of the project to give feedback, but do it in a timely and respectful manner.
In my experience I have found that following up, asking questions that lead to the next step aids in the accountability process. Additionally, in the follow up using constructive and coaching words as well as tone. This gives the team member the support they need to keep on task as well as reassures them that their is accountability in the tasks they have been assigned.
Don't wait until something goes wrong to follow up. That is when employees feel micromanaged. Set up a recurring meeting to review progress with either that person or multiple people who report to you. I use the green/yellow/red framework. Where everyone explains if they are on track (green), lagging (yellow), or not likely to finish on time (red), and then have them explain why.
The fourth step to accountability is to hold your team members accountable for their actions and results. If they meet or exceed your expectations, acknowledge and appreciate their efforts and achievements. If they fall short or miss the mark, have a constructive conversation with them to understand the root causes, identify the gaps, and agree on the corrective actions. Use the STAR (situation, task, action, result) model to structure your conversation and focus on the facts, not the emotions. Be firm but fair, and avoid blaming or criticizing.
I think if you already have recurring update meetings and they are reporting their status and why, that conversation becomes so easy. It also puts you in a great position to be the helping hand instead of the nagging boss. When they explain their project is lagging and why, ask what you can do to get them back on track. Do they need help, training, resources, etc.? Show them you're on their side.
The fifth step to accountability is to foster a culture of accountability within your team and organization. Model the behaviors and values that you expect from your team members, such as honesty, integrity, transparency, and ownership. Encourage them to take responsibility for their work, communicate openly and proactively, and collaborate with others. Create a safe and supportive environment where they can share their ideas, opinions, and feedback, and learn from each other. Celebrate the successes and learn from the failures as a team.
Accountability is top-down. If you hold yourself and leadership accountable and you make it ok to say "I failed this project, this is why, and this is how I'll improve in the future" you're showing everyone else that's acceptable. They will be more honest, delivery better results, and be comfortable asking for help before the project comes crashing down.
The sixth step to accountability is to develop your team members as professionals and leaders. Provide them with opportunities and resources to enhance their skills, knowledge, and competencies. Mentor and coach them to help them grow and achieve their goals. Challenge them to take on new or stretch assignments that push them out of their comfort zone. Recognize and reward their contributions and accomplishments. Help them to realize their potential and value.