Bob Prosen

Leaders are always asking how they can increase accountability to get the results they need. My advice is to start by defining your role when it comes to delivering results. Simply put, the leader’s job is to ensure every member of the team wins, and winning is defined as meeting the organization’s top objectives. I only wish someone would have explained this to me earlier in my career. The reason this is so powerful is due in part to its inherent quid pro quo approach. Throughout my career one of the best ways I’ve found to help people win is to establish an accountability-based culture focused on producing results, not activities.

Here is the seven-tip formula you can use to create accountability and achieve extraordinary results in any organization:

1. Establish the organizations top three objectives.

This means the significant few, not the important many. Once identified, objectives must be clear, concise, measurable and obtainable. Notice I didn’t say easy!

2. Assign each team member his or her respective objectives.

Remember, when combined they must allow the organization to achieve its top objectives. In other words, the sum of the parts must be equal to or greater than the whole.

3. Ask each team member what he or she needs to win.

To help people win, leaders must remove the roadblocks that stand in the way. Do this by having each team member identify a maximum of three things they need to accomplish each objective. Have them put it in writing.

4. Agree on what the leader will do to help.

Meet individually with each team member to clarify the roadblocks and agree on what’s needed to win and who will be responsible for making it happen. In all likelihood, the leader will assume some responsibility. Why? Because you’re responsible to people, not for them. Being responsible to people means helping them get what they need to win.

5. Follow up.

Each direct report should schedule a 30-minute monthly update using a standard color coded results report. Results at or above the plan are in green and any area behind plan is in red. Focus the conversation on what was done to achieve green and if the results will remain green for the remainder of the year. When discussing red results focus on what will be done to achieve green status, when it will be achieved and any help that’s needed.

6. Share lessons learned.

Hold quarterly meetings with all direct reports present to discuss lessons learned, identify critical roadblocks and make specific offers to help any team member behind plan. Remember, the leader wins when everyone on the team wins.

7. Reward results.

When objectives are achieved, ensure that rewards are disproportionate and highly visible. Those who achieve the most get rewarded the most—and everyone should know that. It’s just that simple. Ensure that people at the bottom are either improving their performance or being moved out. No one with poor performance gets to remain on the bottom for more than a year without action being taken.

Bob Prosen is author of the highly regarded, "Kiss Theory Good Bye" – http://www.kisstheorygoodbye.com and founder of the Prosen Center for Business. His monthly newsletters are full of tips on how to really "kiss theory good bye" for outstanding results in your business.

This is a great time of year to start using Bob's seven-tip formula. As you are creating your plan for 2007 and finalizing the 2006 year make sure you schedule time to meet with each of your team members to include them in the process.

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Coach Andrea
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