How to Hold People Accountable.

Holding people accountable can be difficult. The word alone sends shivers because it feels punitive or negative. Successfully holding people accountable begins with changing the conversation around what and how accountability can be achieved and short-circuiting negative connotations. Let's start with the top five reasons why people find it hard to hold others accountable:

1.     Fear of confrontation: Holding someone accountable often requires having difficult conversations, which can be uncomfortable and lead to conflict. Many people avoid confrontation and conflict, which makes it challenging to hold others accountable.

2.     Lack of clarity: If expectations are clearly defined, it can be easier to hold someone accountable. If the person is unsure of what is expected, measuring their performance and holding them responsible for achieving specific outcomes is difficult.

3.    Lack of trust: Holding someone accountable requires confidence in their ability to perform and commitment to achieving the desired outcomes. If trust is lacking, holding someone accountable without causing resentment or pushback can be challenging.

4.     Lack of follow-through: Holding someone accountable requires consistent follow-through and follow-up. If the person holding someone accountable does not consistently check in on progress, provide feedback, and offer support, it is challenging to hold someone responsible.

5.     Fear of failure: Sometimes, people are afraid to hold others accountable because they fear failure. They worry that if they set clear expectations and hold others accountable, they will not achieve the desired outcomes, reflecting poorly on them.

Here is the secret. Holding people accountable to an outcome, not just a set of metrics is a game changer.

This means that when WE win, we achieve a greater good. It's about creating a higher purpose—a more profound sense of meaning and connection to the team and the organization. So start with what you must achieve to benefit the customer and the company. Don't make accountability a discussion of you vs. me.

If we engage people differently, then we likely get a different result.

1.    Clearly define the outcome: What is the end game? The first step is determining the big-picture outcome you want. Why the big picture matters and what happens if we achieve. This should be specific, measurable, and achievable, with a clear deadline.

2.    Communicate your expectations clearly to the individuals or team responsible for achieving the outcome. Ensure they understand what is expected of them, the deadlines, and the resources available to them. If people are not meeting expectations, communicate this clearly and work with them to develop a plan to get back on track.

3.    Establish metrics: Metrics are often needed; don't shy away from them. Define metrics that will be used to track progress and measure success. These metrics should be quantifiable and aligned with the desired outcome.

4.   Check regularly: Regularly monitor and provide feedback to the individuals or team responsible for achieving the outcome. This will help you identify any issues early on and make necessary adjustments.

5.    Recognize success: Recognize and celebrate success when the outcome is achieved. This helps to reinforce positive behaviors and encourage future success.

To be successful at holding people accountable, change the conversation about accountability. It is about how we will help the company succeed through these accountabilities. Elevate the need for accountability to a greater need. It's not just about you or me. It's about us.

Todd Cohen, CSP, has been inspiring and motivating audiences for over 15 years, teaching them to sell themselves to achieve goals and incredible success. His sales culture keynotes and workshops are in demand from audiences from every background, including salespeople! Delivering approximately 90 appearances every year worldwide, Todd leaves people with a story to tell and feel great about themselves!

Todd has just released his third book, "Mastering the Sales Mindset."