Accountable Performance Management

Does this little story sound familiar?

“This is a story of four people named Everybody, Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was asked to do it. Everybody was sure Somebody would do it.  Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it. It ended that Everybody blamed Somebody when Nobody did what Anybody could have done.”

But how to avoid this? How to hold people accountable? How to create a culture of accountability and hold people accountable? How to handle performance management?

Actually, it’s SIMPLE:

S = Set expectations
I = Invite commitment
M = Measure progress
P = Provide feedback
L = Link to consequences
E = Evaluate effectiveness

S = Set expectations

The success of any organization comes down to one thing: how well it organizes its members to focus on and work toward the same purpose
The employees need to know what is expected of them before they can be hold accountable for anything
The more clearly the expectations and goals are set up front, the less time will be wasted later clarifying – or worse, arguing about – what was really expected

I = Invite commitment

Just because your employees know what to do doesn’t mean they will do it. After goals and expectations are set, employees need to commit to achieving them
Employees are more likely to do this when they understand two things: how the goals will benefit them personally, and how the goals will help move the organization forward
Once this connection is made they are more likely to buy into the goals, and actually welcome you holding them accountable for the results

M = Measure progress

Information is needed to hold your employees accountable. Measure their ongoing performance and gauge whether or not they meet the goals and expectations to which they had previously committed
Goals are only measurable when they are quantified. Measure the results and compare them to the employees’ goals to discover the gaps that require further attention

P = Provide feedback

Feedback won’t solve problems by itself, but it will open the door for problem-solving discussions and follow-up actions
The employees need feedback to do a good job and improve in areas where performance is falling short of expectations. Most of the time, giving objective, behavioral feedback is all it takes. Setting expectations followed by quality feedback is the backbone of holding someone accountable for results

L = Link to consequences

Sometimes employees need a little external motivation to live up to their commitments. When they struggle to reach their goals, they can be helped by administering appropriate consequences

E = Evaluate effectiveness

Review how the process has been handled
Put a systematic and consistent method in place and you’ll find that when people are held accountable for the work that must get done, it gets done
Goals must be tied to larger organizational ambitions

For goals to be meaningful and effective in motivating employees, they must be tied to larger organizational ambitions.

Employees who don’t understand the roles they play in company success are more likely to become disengaged. No matter what level the employee is at, he should be able to articulate exactly how his efforts feed into the broader company strategy.

High performance and success are not dependent on one simple factor or as a result of one or two things. The entire context you operate in greatly impacts your results.



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