The word “accountability” is often used poorly in corporate communication, and it’s because leaders and companies have been trying to define it for decades. Most people will give an emphatic “no” if they’re asked if they look forward to regular check-ins with their managers.
According to a survey, over 80% of managers don’t have the necessary skills to hold others accountable effectively. Also, 91% of employees stated that having the ability to do so is a top leadership development need of their company. Research has shown that the systems that are currently in place are often not making employees feel valued. Here are some ways to encourage accountability without making people feel demeaned or insignificant.
Focus on dignity
A study on the brain revealed that other people’s opinions influence people’s perception of self-efficacy. When leaders believe their responsibility is to create conditions encouraging individuals to make their best contributions, this core foundation of accountability can improve.
One of the most important factors leaders can consider when developing their relationships with their employees is regular check-ins. Instead of having monthly or quarterly reports, they should regularly engage in conversations that are focused on the purpose of the meeting.
Feedback and learning can improve when accountability aims to make employees feel valued and included in the process. Employees will feel less inhibited and more likely to perform well if they believe their managers genuinely care about their success. They will also be more willing to provide feedback and coaching on their underperformance.
One of the easiest ways to connect with your employees is by asking them to share their story. Instead of saying “Good job,” ask them to tell their own story on how they did it. This will allow you to see how they struggled and how proud they are of their accomplishment.
Focus on fairness
If held accountable, people are more likely to be honest and act fairly toward others. This is because having a system that is perceived as fair is very important to ensure that employees are not only held accountable for their actions but also for their goals. Unfortunately, our current accountability systems are designed to reduce managers’ biases and confuse fairness and individuality.
Making accountability processes more fair can also improve the connection between employees and their contributions. For decades, conventional thinking has prevented people’s evaluation from being related to work evaluation. This concept was initially made to ensure that people were held accountable for their output when producing large numbers of identical units. However, in today’s knowledge economy, people’s ideas, analysis, and creativity directly reflect themselves. It’s time for managers to acknowledge the contributions of their employees.
The goal of making accountability processes fairer can also improve the connection between employees and their contributions. Unfortunately, many studies reveal that organizations have biases in their systems that allow certain groups to receive preferential treatment.
When it comes to making accountability processes fairer, one of the most important factors that leaders can consider is the availability of opportunities for everyone. This can be done through questions such as “Who has the opportunity to succeed?” and “Who gets to share in the ideas and voices that are important to the company?” These questions can help determine if there is an equal opportunity for everyone.
A leader can also consider creating new opportunities for everyone by broadening the types of people who can speak at meetings. For instance, they can introduce new roles that are traditionally reserved for certain types of individuals.
To show your commitment to being fair, ask your team members anonymously if they feel that the playing field is level or if they see people as being privileged or having favorites. This can help determine if they think that they are being fairly treated.