The Law of "Consequences"
Navigating through the evolving landscapes of mining, heavy industry, and construction for over four decades has provided me with a unique perspective on the transformation of leadership demands. What was effective in the past often falls short in the modern workplace, prompting leaders to seek new strategies. As we stand on the brink of 2024, it's an opportune moment to embrace fresh approaches and explore new horizons in leadership.
In the early days of my career in mining, concepts like 'ownership' and 'accountability' were seldom part of the conversation. Today, as a culture coach and author, I've come to understand the true essence of these ideas, which extends far beyond traditional notions of morals and ethics. In the contemporary workplace, accountability offers a new perspective, highlighting the significance of personal responsibility, clear communication, and authentic leadership—often referred to as 'walking the talk'.
But how do these concepts transform into effective leadership? What elevates an agreement from mere words to a powerful tool for cultural change? As a leader, how can you foster an environment where agreements are deeply valued and not just expected?
Redefining accountability means moving away from a set of rigid rules when creating a work culture, towards one where commitment and personal responsibility are naturally embraced, intrinsically motivated. To embark on this journey, I encourage you to reflect on your own leadership experiences. Consider how your path has shaped your views on agreements, ownership, and accountability. Are these views clouded by past expectations, or are they informed by proven principles?
Delving into this topic requires a perspective that avoids judgment and emotion in favour of a practical, universally recognised principle: The law of "Consequence". As we step into the new year, it's the perfect time to empower both your team and yourself with this principle.
Real-Life Story: The Power of Consequence in Leadership
Imagine this: I'm conducting one of my full-day workshops, a room bustling with eager participants. The day is structured with three main breaks - a much-needed bio break after the first intense two hours, a lunch break to refuel, and a final pause in the afternoon. It's a day packed with learning, but also with a subtle experiment in human behaviour and accountability.
During the first break, I pose a simple request to the group. "Let's reconvene exactly at 10:30 AM. Do we all agree?" Nods and murmurs of agreement fill the room. But then, I flip the script, "Is there anyone who can't commit to this?" Silence. They scatter for their break, all seemingly in agreement.
Yet, almost predictably, a few stragglers drift back after 10:30 AM. Their excuses range from the mundane to the bizarre – a forgotten phone call, lost track of time, or just plain forgetfulness. It's a familiar scene, isn't it?
Lunch break rolls around, and I decide to add a twist. "What time should we return?" I ask. We agree on a time. "And what if we don’t adhere to this agreement?" I challenge them. Suggestions fly – push-ups, singing a song, and then I throw in my idea, "How about we extend our session by an hour?" That suggestion is met with a resounding ‘no’.
But this raised an intriguing point. If they were reluctant to accept the one-hour extension as a consequence, did it mean they weren't fully committed to upholding the agreement? This was the moment for a crucial lesson. I addressed the group, 'So, what's happening here? Does your reluctance to accept this consequence imply that you're not completely confident about keeping the agreement, or at least not confident enough to inform the group (not me) if you need to renegotiate the timing?'
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It was a moment of reflection. The room fell silent, the weight of the implication hanging in the air. Then, slowly, a shift occurred. One by one, they started to nod in understanding, realising the deeper aspect of what they were committing to. It wasn't just about being punctual; it was about the integrity of their word and the willingness to communicate changes proactively.
And then, with a newfound sense of responsibility, they collectively agreed to the one-hour extension proposal. This was more than just an agreement; it was a commitment to accountability.
After lunch, not a single person arrived after the agreed time. Not one.
I ask them, "What was different this time?" The room buzzes with realisations. They were always aware of the consequences, a subtle but powerful reminder echoing in their minds to respect the agreed-upon time.
This, I explain, is the essence of an “Agreements Model.” It’s not just about setting expectations; it’s about embedding specific, mutually agreed-upon consequences. And the best part? When these consequences are suggested by the team, it fosters a sense of ownership and accountability from them.
Reflect and Apply To Your Own Leadership Journey
As we step into 2024, consider how you can apply these lessons in your own leadership journey. Reflect on the following questions:
This anecdote isn't just a tale of timely returns from breaks. It's a lesson in human behaviour, a testament to the power of clear agreements coupled with defined consequences, and a peek into how accountability can be woven into the very fabric of teamwork. It’s about understanding that the real magic happens when people not only agree to a plan but are also part of shaping the consequences. This is accountability in action – not imposed, but collectively embraced.
I invite you to share your insights and experiences on this topic. Let's engage in a dialogue that enriches our understanding and practice of effective leadership. As we navigate the complexities of modern leadership, remember, it's our collective commitment to accountability that will shape a more responsible and successful workplace culture.