How can you use persuasion to create accountability in your organization?

For me, "persuasion" isn't a helpful term in this context. Persuasion is about changing people's minds and behavior through logic, argumentation, emotional appeal. I struggle to imagine how one might persuade someone to "be accountable." Most people want to do a good job. Most people want to feel pride in their work. Most people don't want to let others down. The question that comes up for me is: "What gets in the way of people following through and meeting commitments?" If your organization suffers from a lack of accountability, it is most not due to a widespread character flaw.

One thing I have leant is that persuasion is a contact sport - it requires presence, patience, listening and smart communication on the purpose of actions. It is easier to persuade (or be persuaded!) people once we are clear about the significance of our actions (and that significance may vary according to the audience). It tends to create leadership and accountability rather than obedience and fear. We are in this persuasion process about QHSE in our company, focusing on the "what for" rather than the checklists. It takes time, field presence and positive energy!

Really understanding your audience is key , but when we are positive about a new strategy, a change,..... there is a risk that we forget to focus on what the members of the audience have to give up. Persuading an accountant who has been using the same system for 10 years by just saying that the new SAP systems once installed will make life easier does not help. Letting him 'vent' emotions about what has to give up will help to give insight in the new system.

My best boss ever was brilliant at this. When I (or someone new) started she’d ask ‘you know yourself better than I know you. How do you want me to lead you so you can excel?’ Then I (or someone new) would think about the answer before meeting a week later when we’d discuss what I (or someone new) was thinking to agree or modify the requests. I said I wanted to know immediately if I missed the mark. Could be with my behaviour, communication or standard of work. She agreed. This personalised approach created great accountability as she delivered against each individuals requirements to excel. When I (or others) didn’t deliver she’d ask ‘I’m giving you what you said you needed to excel, what’s stopping you?’ Accountability held

In my experience persuade employees to be accountable comes with clarity in why we communicate business expectations. Leaders must walk the talk the values of the business, ensure employees understand what great looks like in demonstrating those behaviours and align business objectives to the values, these actions drive accountability.

Absolutely, focusing on shared goals and vision is a powerful way to encourage accountability. When people see how their actions contribute to the bigger picture, it can really motivate them to own their responsibilities. It's about showing them that their work isn't just a drop in the ocean but a crucial part of the larger mission. And don't forget to highlight the benefits – not just for them, but for their colleagues, customers, and the whole organization. This approach fosters a sense of unity and teamwork, making accountability less of a chore and more of a shared commitment towards a common goal.

La persuasión efectiva se basa en la comunicación clara y en la construcción de una visión compartida. Es crucial asumir la responsabilidad de transmitir información de manera ética, alineando el propósito con metas comunes para fomentar la colaboración y el entendimiento mutuo.

From my experience, to inspire teams and make them feel accountable for the goals, it's important to connect set objectives with organizational & team vision, mission and identity. For instance, when we talk about analytics & insights teams, leaders need to ensure that the team sees clear value and benefit its expertise is bringing into the organization. Therefore, the team action plan and research learning agenda must be directly connected with the broader organizational strategy. For the cross-functional leadership team, it's also critical to encourage open and transparent collaboration with analytics team, continuous development of best practices in analytics & insights, and on-going monitoring of the data governance principles.

Aligning organisational priorities and goals to department goals down to individual goals is a great way to gain buy in. But people often need to be walked through these and given a chance to come to their own understanding of how these things fit in.

Al hablar de persuasión, también tenemos que hablar de manipulación ha sido y es un tema de debate literalmente desde la antigua Grecia durante el siglo lV, AC ,el padre que desarrolló la persuasión fue Aristoteles, donde también se desarrolló la retórica y la oratoria, eran técnicas recurrentes usadas para lograr poder, y salir victorioso de confrontaciones legales, discusiones académicas y debates filosóficos donde se defendían pensamientos e ideas., pero también Aristoteles chocó con los manipuladores de la verdad llamados (sofistas) eran personas que no les importaba la verdad, sino el dinero. Manipulaba la persuasión y enga?aban a las personas, hoy en día el debate entre persuasión y manipulación continúa .

It is not enough to provide clear expectations and feedback. Before you delegate a task, make sure have the authority, time, capabilities, and means to meet those expectations. Set them up for success! Expecting responsibility and accountability when those criteria are absent is abuse.

I think to foster accountability within an organization, it is crucial to cultivate a culture characterized by clear employee goals and organizational transparency. Establishing a performance-based culture is paramount, as it not only encourages accountability but also mitigates the risk of negative outcomes such as victimization, blame games, and increased negativity among employees. By emphasizing a culture centered around performance, individuals are more likely to take ownership of their responsibilities and contribute positively to the organization's goals

As a leader it is important to exhibit what's in it for the team and individuals, building an engaging culture as a family is the best option , that I have seen working ??

Achieving accountability in a team is a complex, ongoing and challenging process. Establish a safe environment for your teams to ask questions and express their views so that they clarify objectives, outcomes, and expectations. Here are some questions for leaders to consider, to initiate this conversation: – Do we share a common understanding of the overarching goal? What needs to be clarified? – What actions do we need to take individually and collectively to achieve the team objectives? – In what ways do our behaviours need to change? – What will we do to stay on track? What will happen if we don’t? – What obstacles can we expect to encounter? How will we deal with those? - How can we support each other in the process?

I believe people show up to do a good job. I also believe that when people are clear about what is expected of them, they will rise to a higher level of success. Oftentimes, communicating what success looks like remains a challenge. The absence of clarity leads to unactionable feedback that feels subjective and punitive. These behaviors directly compromise the creation of a positive culture in any organization. Performance measures that are clear demystify and clarify roles and responsibilities and align feedback that will improve organizational and team outcomes.

In military leadership, ethical dilemmas often arise, like balancing mission success against team well-being. Addressing these requires more than logic; it’s about aligning with our core moral principles. For example: a mission with high success potential but significant risk to the team. Here, leaders must navigate the delicate balance between achieving objectives and ensuring team safety. Transparent discussions about potential risks and outcomes, valuing team input, and weighing decisions against moral standards are crucial. This approach not only upholds integrity but also fosters trust and respect, as the team sees decisions being made with a comprehensive view of both the mission’s demands and their well-being.

When was President Kennedy most popular? Most folks say, "After he died." Wrong. It was after the Bay of Pigs debacle when he said, "Mea Culpa." Respect for Kennedy soared because by admitting an ethical lapse he evinced integrity and showed how ethical dilemmas must be addressed. Roberto Goizueta did the same thing: After "New Coke" prompted a revolt by Coke loyalists he said, "I'm to blame." He then killed New Coke and the brand regained market share and then some. Look what happened to Bud Light when the ad team who used a Trans man to pitch it ran for cover after vendors couldn't give the beer away. Stakeholders' interests are protected when leaders address ethical dilemmas by putting THEIR necks on the line.

Na minha opini?o, e experiência, apesar de ser um tema sensível, conflitos saudáveis s?o de suma importancia para a evolu??o da organiza??o. é necessário colocar o "bode" na sala, debater os problemas e tra?ar planos, que sejam acompanhados de métricas, para solucionar esses dilemas.

Dealing with ethical dilemmas may require more than logic or emotion. It may involve appealing to the moral principles that guide the organization and the public. Recognizing complexity, exploring consequences, and understanding ambiguity can create a culture of integrity, honesty, and respect. Discussing these matters openly is crucial, and not concealing facts. Ethics is a serious matter and should be ingrained in the 'DNA' of all employees

- Lo primero es contar con equipos que velen por la integridad y la coherencia en sus acciones, sólo eso los puede hacer responsables de sus acciones y decisiones. Luego la humildad les permitirá aprender de sus actos y relacionarse desde el aprendizaje con otros. Estos valores, lo llevarán a cuestionarse si están en lo correcto o si necesitan compartir, transmitir o elevar temas con cargos de mayor responsabilidad para definir en conjunto cuando haya límites poco claros en los temas éticos. Ser conscientes de sus acciones e impactos, será algo fundamental para mantenerse íntegros en todo momento. Abiertos a equivocarse sin tener miedo.

…and positive reinforcement is not just a one off. It needs to be a habit that is formed, anticipated, expected and delivered both formally and informally dependant upon the receiving individuals comfort level. One size fits no one!

A challenging aspect of accountability is "answerability": one's availability to explain the reasons behind a decision or an action, if necessary. Persuading a manager to be more transparent about that fosters accountability. Here it is where positive reinforcement comes: people in teams find difficult to give reinforcement feedbacks to their managers for many reasons. In the Italian culture, for example, there is a bias about the fact that this behavior could be misunderstood with flattery. Nevertheless clarifying the positive impact of one's manager transparency on themselves can encourage them being more answerable and in the end, more accountable.

In the military, using positive reinforcement to foster accountability can be challenging, given the often understaffed, undertrained, and overworked environment. Often, we focus on weaknesses, overlooking those who consistently meet responsibilities. Challenging the notion of ‘why reward for doing the job’ is key. Recognising good performance is vital for morale and setting high standards. Fostering a culture where positive reinforcement is integral involves a perspective shift. It’s about seeing recognition not just as a reward but as a crucial motivator and morale booster, essential in demanding environments. This approach encourages ongoing commitment and improvement, reinforcing the importance of each contribution..

To use persuasion effectively in fostering accountability through positive reinforcement, focus on recognizing and rewarding desirable behaviours. Could you highlight specific instances where employees meet or exceed expectations and publicly acknowledge their achievements? This approach encourages others to follow suit. Tailoring rewards to individual preferences can further enhance motivation. Also, please always apply positive reinforcement, ensuring it's timely and relevant to the behaviour. This strategy boosts morale and aligns individual actions with organizational goals, promoting a culture of accountability and excellence.

Encourage responsibility through positive reinforcement: rewarding and recognizing responsible behaviors fosters a culture of appreciation, motivation, and excellence. Accountability is cultivated, not imposed by authority. Use persuasion to instill responsibility, enhancing your organization's culture, performance, and reputation.

If you want to promote accountability in your workplace, you need to give your employees the freedom to make decisions in their roles. This not only makes them feel like they own their work, but also motivates them intrinsically. When employees feel like they have control over their work, they are more likely to take responsibility for the outcomes. Another way to promote accountability is by encouraging employees to continuously improve their skills and expertise. When they are invested in their work and focused on delivering quality results, they are more likely to take ownership of their contributions. By fostering autonomy and promoting mastery, you can empower your employees and create a culture where accountability comes naturally.

As with any organizational element, at the root is trust. When people trust you--because you are consistent, reliable and acknowledge mistakes/needs shortcomings--it makes it much easier to drive accountability. When people trust the person that is driving accountability, they are not distracted by concerns of fairness, they know where they stand and they readily share progress (or lack of) and ask for help when needed. Trust drives transparency and it much easier to hold accountable when you are well-informed.

If you are creating a high performance mindset organization, then accountability is very much part of it. And it's the job of leadership at all levels to reinforce that through positive and Enabling narratives rather than persuade people to own up. Accountability and Stewardship should come from within,rather than someone telling.. A cultural shift is needed if people have to be persuaded for owning up .

The basic premise of this article sounds very “us vs. them”. Language like persuasion and constructive feedback sounds manipulative. Accountability is a two way street and starts with the mindset of the leader. The leaders of great team understand and convey that the team wins only when we are accountable to each other for executing our role at the highest level. Rather than I am the boss and I need to have you, the employee be accountable, how about starting with we are a team and each have a position to play, we are all accountable to each other and win or lose as a team. As leaders we need to think more “team” and less “me and you”. I could write a lot more but my 750 character limit is fast approaching.

Persuasion is a valuable tool to create accountability in any organization. When employees are communicated with clear goals and given constructive feedback on performance, a positive work environment is created. While a team leader can persuade his team to work collaboratively, organizations can use persuasion to create a positive work culture. This is possible when the values and expectations are set & communicated across the organization through training and positive behaviors are celebrated.