Without accountability, nothing gets done. When profits, sales, quality, or customer relations are at stake, someone has to be ultimately accountable. Lack of accountability paves the way to mediocrity. This is particularly true in individual efforts, when people wait for someone else to take the lead.

How do you make accountability work? First, assign accountability — without assigning blame. Second, make clear-cut goals. Third, develop action plans to reach the goal. Fourth, utilize engagement practices.

Two organizations that successfully assign accountability are the United States Army and General Electric. The Army begins this during basic training. It sounds tough; it looks tough; it is tough.

The Army reinforces this with AARs — after action reviews — following every identifiable event. Each review asks four questions:

1. What was supposed to happen?

2. What actually happened?

3. What accounts for any difference?

4. What can be learned?

These questions establish accountability and get things done. If you’re in sales, ask yourself these questions after calls. These questions work with manufacturing teams as well as with your children. The work in big companies and small. Government and not-for-profit. Each situation and individual gets handled differently, of course, but the principle’s the same.

What should people be held accountable for? Goals should be the primary focus.

Goals create a proactive mindset and a focus, preventing "activity" traps — getting caught up in activity and losing sight of why the activity is being done. Goals are accomplished by carrying out action plans.

At General Electric, leaders set high goals, believing people capable of accomplishing much. GE leaders also support their team members in reaching those goals.

You can use a concept called "gradient stress" to supply that needed support to your team members.

Imagine a scale on which 1 represents little stress, and 8 to 10 represent breaking points. People at 1 taken to 2, 3, or 4 are stretched. At 5, 6, or 7, they’re strained — but with support, they handle it.

Forcing them from 1 to 8, 9, or 10 takes them to the breaking point. When too much is expected without support, big-time failure occurs.

Here’s the key. Once someone grows comfortable at 5, it becomes that person’s new level 1 or starting point. Then, 9 or 10 become 5 — which the person handles with support. A once unreachable performance level becomes doable — with the support of positive expectations.

Here’s how that translates into actual goal setting. The "Inverted Motivation Curve" works on goal-setting under the premise that with either a 100-percent probability or no probability of success, motivation wanes. Maximum motivation lies with a high probability of some success but also with some risk and challenge involved. Therefore, set goals appropriately.

First, agree with the person on a minimum performance level for all areas; then set one to three breakthrough goals for those areas. This provides both kinds of motivation: satisfaction in meeting easier goals and a challenge to achieve the tougher ones.

Action plans function in accountability to meet overall objectives. In sales, this might include targeting high-potential accounts, identifying current accounts with more business potential, and creating a call plan for these accounts. For students, studying longer, or at a different place or time, or taking extra-credit assignments are action plan examples.

Accountability, goals, and action plans naturally lead to engagement. The more engaged people are, the more accountable they become. Involving workers in quality-control efforts builds accountability into any job. When people engage in setting goals, developing action plans, and providing feedback, they become more accountable for producing good results.

When we talk about commitment and motivation with people in companies of every size, most send the message, "Let me know what you want me to do, hold me accountable for getting results, and then get out of my way."

Do that, and you have an energized, motivated, and excited team of high performers!

© 2005 Thomas K. Connellan

About the Author

Tom Connellan is an Orlando, Florida keynote speaker regularly used by leading firms such as GE, Neiman Marcus, Dell, FedEx and Marriott to strengthen customer loyalty and leadership practices. When looking for a keynote speaker, Tom probably belongs on your short list of possibilities.