Performance Feedback: The Pathway to Accountability

When we hear the word accountability, many of us automatically start to drift into negative thoughts. But why? Is accountability a four-letter word? It doesn’t have to be. Accountability is nothing more than keeping the commitments we’ve made to ourselves and others, as well as holding others accountable for their commitments. ?

?Holding others accountable does not come naturally for most of us. I’ve never really felt good about having conversations centered on accountability. But, the only thing more uncomfortable than having a difficult conversation, is living with the consequences of not having the conversation. I often say, don’t lose your best engineer because you aren’t willing to do something about your worst engineer.

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?Establishing the practice of giving regular performance feedback is essential for promoting accountability. During my time in the Army, we conducted After Action Reviews after every training event, including routine activities like morning physical fitness training. Through these reviews, we would actively seek feedback from soldiers of all ranks on areas that needed improvement, observations, and recommendations for sustaining and enhancing performance.

? Leaders are responsible for everything their organization does or fails to do, so ultimately the leader is responsible for everything their team does or fails to do. Teams that have leaders who hold individuals accountable usually have an acceptable level of success. But teams where individual members hold one another accountable have incredible potential. Self-regulation is the highest form of discipline for individuals and teams.

?Do your team members:

1.???? Address deficiencies and unproductive behaviors.

2.???? Stress over not wanting to let their peers and the team down?

3.???? Challenge one another to be better with positive and productive ideals.

??If the answer to all of these questions is yes, you are a member of a self-regulating team.

??Patrick Lencioni the author of: The Five Dysfunctions of a Team, says that accountability is the hardest of the five-behaviors for people to embrace.

??To create a culture of accountability two critical elements must exist.

1. ?Create clarity around expectations, (what, how much, how far)

2.? ?Develop a willingness to receive and deliver objective performance feedback.

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?Before we should consider giving feedback we must show a willingness to accept feedback. If you can’t take it you shouldn’t try to give it. Getting and giving feedback is hard work!

??Becoming comfortable receiving and delivering performance feedback:

Tips on Receiving Feedback:

·????? Resist the temptation to be defensive

·????? Be open and curious – ask clarifying questions

·????? Be thankful

·????? Be patient: Reflect – Decide – Act

·????? Follow-Up

·????? Be thankful – Feedback is a gift

?We should look at feedback as a gift! The way we respond to feedback will determine the amount and quality of feedback we receive in the future. We can’t always leverage the feedback we receive, but it doesn’t hurt to listen. There are times when we do or say things that could be taken different than what we intended. Other peoples’ perceptions of our meaning can easily be misinterpreted. Don’t assume – get clarity!

?Tips on Giving Feedback:

·????? Ask permission -Timing matters on whether someone is open to feedback

·????? Remember F.B.I. (Feeling, Behavior, Impact) This helps close the distance between emotion and logic. (tact)

·????? Make the feedback, specific, relevant, actionable, and timely

·????? Give the other person space to think and allow them to use the feedback as they see fit.

?*F.B.I. Is a mnemonic I heard Simon Sinek use this when talking about confronting others with feedback. It helps keep the conversation objectives by focusing on the behavior instead of the person.

?Categories of Performance and Approaches to Providing Feedback:

?When I was in the Army there were four categories of individual Soldiers, CAT I-IV. These categories were used to define an individual’s Ability and Willingness to perform. I have used these categories to define the correct approach to delivering individual performance feedback.

·????? Willing and Able = Recognize excellence or Coach to a better outcome

·????? Unwilling and Able = Needs Motivation

·????? Willing and Unable = Requires training/development

·????? Unwilling and Unable = Requires an intervention and a possible role change

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Leila Hormozi was addressing accountability in a podcast. She has developed an accountability formula:

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Accountability = Expectations? ?+ ??Measurement ??x ??Feedback

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?????????????????????????????? ?? What???????????? ? Quality / Quantity???? The Catalyst

??????????????????????? ????? ?-Mission???????????? ??? -Timeline

?????? ????????????????? -Brand Promise????? ?? -Scoreboard

????????????????????????????? -Values??????????? ? -Utilization metrics

??????????????????????????????????????????????????????????? ??? -KPI’s

?I like this illustration because it shows the importance of creating clarity around expectations, measurement, and the compounding effect feedback has on individuals and teams.

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?To get the results teams are seeking, we must create an environment where performance feedback both positive and negative is embraced as a habit. Just as important as a willingness to address performance, it’s critical to deliver feedback in a way the recipient is open and able to put the feedback to use. Being tactful and respectful goes a long way in helping people to be open to feedback. For the feedback to be actionable it must be specific, relevant, and timely. Like any skill we want to develop, delivering feedback and holding team members accountable requires practice.