What are effective strategies for managing performance and accountability as a leader?

1. Set Clear Expectations 2. Regular Performance Reviews 3. SMART Goals 4. Provide Continuous Feedback 5. Empower and Delegate 6. Regular Check-Ins 7. Training and Development 8. Celebrate Achievements 9. Address Performance Issues 10. Promote Collaboration 11. Lead by Example 12. Adaptability and Flexibility 13. Communication 14. Create a Positive Work Environment 15. Seek Feedback By implementing these strategies, you can effectively manage performance and accountability within your team, leading to improved productivity, collaboration, and a positive work culture.

Performance & Accountability are distinctive in certain aspects hence managed differently. Performance is based on preset KPIs and metrics involved in the evaluation especially for commercial based roles. Accountability is an aspect of true leadership and it is simply a message that leaders send across to their team members to instill the concept of being held responsible for your work and decisions taken. Work accountability means that leader and team around know well whom to talk to or question when task is stuck somewhere. Decision accountability is when stand your ground for decisions made and blame no one else for failures (learnings). Leaders orchestrate accountability by advocating the essence in everything they say and do.

Even before this, the organization needs to set its goals. All other goals should cascade from there. Too often, divisions/departments/teams are working on their goals instead of the organization's goals. This leads to misalignment, miscommunication, goals that move the entire organization forward not being met.

Some of these can also be helpful; 1. Write a short term goal aligned with a long term goal for the organization 2. Start the day by writing 10 achievable, simple and easy to do tasks 3. Conduct performance reviews based on the tasks achieved at the end of each month 4. Do self-reflection for the performance aligned with the goals 5. Rework on the matters that don’t align with the goals.

It definitely starts with clearly communicated goals that your team not just understand but are genuinely bought into. Do they know the important part they play in achieving not just their teams goals but how these impact the entire organisation? And when it comes to managing performance I like to work with the preferences of each team member i.e. some like to just get on with things, others like lots of feedback, and others want to be challenged to stretch even further. Taking a personal approach to performance management can go a long way in making the journey to achieving and surpassing goals fun, engaging and satisfying.

Regular communication and feedback are also vital in managing performance and accountability. It is essential to have open and honest conversations with your team members about their progress, strengths, and areas for improvement. They allow you to address any issues or concerns promptly and provide guidance or support when needed.

1. Make sure that the goals are clearly communicated and understood by each team member 2. Check the performance based on the goals by dividing them into small and achievable tasks 3. Assign tasks to team members which can be easily achieved and are also measurable

When setting expectations, go beyond stating the "what" to explain the "why" behind goals and standards. Provide clear guidelines and rubrics on how work will be assessed. Outline available resources and training to set your team up for success. Have open discussions about challenges and barriers. Offer reassurance that setbacks will be met with guidance, not punishment. Check frequently for understanding and feedback. Consistent, compassionate communication of performance standards, coupled with support to meet them, empowers your team to take ownership of results. Transparency and trust are foundations for accountability.

In this "conversation" check for understanding and alignment by asking the employee to tell you what the heard, understand should happen when you leave the meeting. This step grts missed and the leader and employee leave the conversation with two different plans of action, which leads to frustrations on both sides down the road.

Desde mi área que es la salud y bienestar laboral desde la salud mental, es clave que el líder tenga la capacidad de desarrollar la empatía estratégica, y qué es eso? Es la capacidad de establecer mis pensamientos como si yo fuera el otro, es decir, reflexionar sobre como quisiera que me establecieran los parámetros de acción para el cumplimiento de una tarea que me lleva a la meta. Si sé qué se quiere lograr, cómo se quiere lograr, qué plazo hay para lograrlo y con qué apoyo cuento para lograrlo, es evidente que las probabilidades de lograr la o las tareas para llegar a la meta y cumplir el objetivos son del 100% y el único margen de error ya es externo a la gestión y no del rendimiento del equipo.

Feedback is essential, as is coaching and they are different. Feedback is somewhat directional and coaching is somewhat collaborative - and they do intersect as well. In order for feedback and coaching to be accepted and applied, trust needs to be present. Taking the time to build that trust in different ways will help set the team up to accept that feedback and coaching, apply it and continue to develop.

Don't wait for formal reviews to provide feedback. Look for daily opportunities to offer thoughtful, balanced insights. Praise specific accomplishments while also gently highlighting potential areas of growth. Make suggestions to overcome challenges. Check for understanding and encourage questions. Feedback should inspire, not discourage. Frame it as helpful guidance, not criticism. Seek input from team members on their needs and preferences. The more you can make feedback a collaborative, ongoing conversation rather than a top-down judgment, the more it will build skills, trust, and ownership of outcomes over time.

While tools as GANTT, PERT, MIS etc provide you with quantitative measurements, it is extremely essential to regularly review with your team members and provide feedback forwards. Unlike Feedback where you typically focus on hits and misses in Feed forward you discuss the necessary actions going forward for the goal to be achieved. In the process in lauding the successes , you also encourage the person to seek specific helps and as a supervisor all the efforts must be taken to provide the needed help and resources for the success.

Feedback helps everyone know where the end goal is and how to pivot their approach to get their results. Feedback is essential in getting balanced and actionable results.

Holding individuals accountable for their actions is crucial in maintaining high-performance standards by establishing a system of rewards and consequences that align with the organization's goals. Recognizing achievements publicly can motivate employees to perform at their best while addressing poor performance privately can help individuals understand the impact of their actions on the team's overall success.

Big fan of the DIRECT feedback model AT&T uses. A great reference for new leaders. D-evelop Rapport: all good coachings start with a check in. Their mental state matters when you’re about to give feedback. I-ndicate Focus: Today we are going to discuss X. R-einforce/Recognize: This is how it should be done! Or, this is what you did REALLY well. E-ngage Self Discovery: How do you feel X went? What is your assessment of X? This is all about an intrinsic reflection! C-reate a Plan: SMART goals and clear expectations. They should set these with your help! T-est/Tweak/Timeline: When do we expect improvement? How long should this behavior last? Does it need regular check ins and review? Remember, your high performers need coaching too!

As a coach, I use the Enneagram to provide teams with a shared language for performance discussions. For example, you can encourage a driven Three to recognize when their pursuit of excellence steps on others. Or you can support a conflict-averse Nine in speaking up about their needs. As a success coach, I frame accountability around growth, asking probing questions based on motivation. This builds self-awareness for improvement aligned with innate desires. Having a context for internal drivers enables compassionate yet candid dialogue. Team members feel seen, not judged. The Enneagram transforms teams from transactional to transformational, empowering each person as the team works together to fulfill their potential.

Rather than micromanaging or punishing, adopt a coaching mindset focused on developing your team. Have regular one-on-ones to explore challenges, brainstorm solutions, and set collaborative goals. Ask thoughtful questions to uncover needs. Provide access to trainings, mentors, and stretch assignments. Offer your own guidance and feedback. Celebrate growth and wins, no matter how small. This emphasis on nurturing potential builds commitment, capability and confidence. Skilled coaching that shows you care about progress over perfection will motivate your team to take initiative and own outcomes. Their growth becomes your shared success.

El rendimiento y responsabilidad de un equipo debe gestionarse desde el continuo proceso de apoyo y colaboración desde quien lidera, por lo que levantar sistemática y planificadamente los procesos de capacitación, formación o modelación son claves y gran parte de ese proceso debe ser llevado a cabo por quien lidera como referente. Es decir, el líder se puede transformar en el coaching de su equipo y apoyar en temas específicos y si es necesario formar de manera específica en algún área de interés de ese profesional y que suma para el logro de objetivos, él debe gestionar esa necesidad de formación. Hacer que tu equipo sea cada vez más brillante, es tu responsabilidad.

One of the most common mistakes of "helicopter managers" is to think that by micromanaging they may avoid mistakes and improve performance. WRONG! Delegating (with clearly set goals and mandates) is a great step towards improved performance and significantly better engagement. It also helps to speed up the important process of succession planning and boosts business continuity in the long run. Win-win!

There is a saying "why hire great coworkers and then tell them what to do". It makes no sense as you hired them to do the job they are good at. Give them the tools, the resources and the space to do it. Micromanagement is discouraging and will not lead to a productive coworker who takes the responsibility to solve challenges within their scope of their job. It makes them followers in stead of leaders.

Accountability requires empowerment. Rather than controlling outcomes, partner with your team by providing autonomy in how they achieve goals based on their strengths. Offer support to build skills where needed. Show trust by delegating projects that stretch capabilities while ensuring clear guidelines on scope and decisions. Welcome new ideas and initiative. When roadblocks arise, guide them through problem-solving rather than taking over. Celebrate both successes and lessons learned. Empowered teams feel valued, gain confidence, and take ownership over results. Unlocking your team’s potential enables greater innovation, engagement and achievement.

Empoderar y delegar es un acto de extrema confianza por parte del líder hacia el equipo, por lo que para gestionar un eficiente rendimiento y responsabilidad en el equipo, en primer lugar el líder debe querer delegar y empoderar si quien gestiona un equipo es JEFE, tendrá miedo de ser reemplazo por ese profesional proactivo, inteligente y comprometido, sin embargo el LíDER, se dará cuenta que la suma de los talentos genera el todo virtuoso y verá que delegar y empoderar, no es un riesgo sino que es un acto INTELIGENTE Y ESTRATéGICO que suma.

Effective leadership in managing performance and accountability involves a combination of empathy, clear communication, support, and a focus on both individual and team goals. Tailoring these strategies to your team's specific needs and dynamics is key to success.

Two simple rules - Do not delegate things you dont know how to do. If you dont - Learn. Do not do things that others can do better than you - speed, efficiency, cost, quality and skillwise. Delegate. Write out SOPs, recruit those having skills to be adept at listed tasks per procedure, delegate with a clear document outlining limits of delegation and actions that need approvals. Review periodically - preferbaly fixed periods. Period to be decided by inertia of the activity and impact cycle of error. Train those lacking skills but having basic knowledge and good attitude. Organisations are a sets of skilled people aligning their skills & engaging towards acheiving a common goal. Get organised!

Hay elementos químicos como los neurotransmisores y hormonas en nuestro cerebro que generan sensación de bienestar emocional cuando se activan, por lo que el acto consciente de activarlos es estratégico por parte del líder y cuando se reconoce y recompensa a alguien por su destacado desempe?o, colaboración, participación e incluso por su personalidad facilitados de los procesos, activamos en esa persona neurotransmisores de la felicidad generando aumento del compromiso hacia el corporativo y en especial hacia ese líder que visualizo lo positivo. Genera acciones, actitudes que permitan liberar neurotransmisores de la felicidad en tu equipo y éXITO 100%

Coaching encompasses everything after the Goals have been rolled out. Coaching communicates expectations, provides regular feedback, empowers and recognizes the person. Doing it at regular intervals and even ad-hoc ensures that engagement with your people remains high. Regular coaching is a powerful motivator.

Just as you are holding your team accountable and managing their performance, I think it's just as important for you to model the behavior you expect to see. Ask your team to hold you accountable as well. Ask them to provide feedback on the process. This shows your team that no one is exempt and everyone must be held to the same standards--even the leader.

It is essential to lead by example. Demonstrating professionalism, integrity, and commitment to excellence sets the tone for your team members' behavior. When they see you consistently meeting deadlines, taking responsibility for mistakes, and continuously striving for improvement, they are more likely to follow suit. Practical strategies for managing performance and accountability involve setting clear expectations, providing regular communication and feedback, holding individuals accountable through rewards or consequences aligned with organizational goals, and leading by example through professionalism and integrity.

Consider the difference between accountability and responsibility for a moment. Accountability is something we impose. We dictate to our people these accountability whether they agree to them or not. Responsibility on the other hand is someone's innate desire to accomplish something. Wherever possible, leaders should want their people to feel responsible rather than accountable. We can do that by: * Ensuring our people are involved in the goal setting process from start to finish. * Drawing a straight line from our people's passions and values to the goal we intend to set.

The first step as a leader is to accept responsibility and be accountable for employee performance. If it's always the employees fault then there is no motivation to improve as a leader.