Recently, one of our clients had been experiencing a prolonged decline in sales. Numerous turnaround attempts were made, but nothing seemed to halt the relentless slide. Eventually, the company’s leadership team turned to Partners In Leadership’s Accountability Training. Better late than never. Within a matter of weeks, the work teams and office locations that had received the training were beginning to turn things around. Their rallying cry became “Talking to each other about the Key Results works wonders!” Several months later, after everyone in the organization had received the training, the company’s long slide came to an end as they experienced a solid and steady upturn in sales. That’s a powerful testimony to the vital correlation between results and feedback.
Based on our experience, the most important feedback you can exchange is feedback focused on Key Results or cultural shifts designed to facilitate the delivery of improved Key Results. Whatever your team or your organization most needs to achieve—which often involves greater accountability and alignment around achieving the Key Results—should determine the topics of your weekly and monthly one-on-ones. However, just as important as the feedback exchanged during weekly and monthly one-on-ones, are the feedback exchanges that take place daily as an integral part of doing business and making progress toward delivering the desired results. Frequent feedback focused on the delivery of Key Results always accelerates and facilitates movement in the right direction toward the desired outcome—such feedback is one of the hallmarks of a Culture of Accountability.
For more information about how feedback focused on Key Results can help you achieve your desired results, we invite you to join the Accountability Community by visiting www.ozprinciple.com, where you can review actual client case studies.
Accountability Training, Culture of Accountability, and Accountability Community are all registered trademarks of Partners In Leadership. All other trademarks and registered trademarks used herein are the property of their respective owners.
Gallup’s most recent survey of employee engagement shows, once again, that 70% of the American workforce is disengaged at work. Our own research shows that only 24% of people in organizations can link what they do on a daily basis to their organization’s Key Results (Key Results are what matters most to the organization in terms of must-have deliverables). Furthermore, 74% percent of business leaders feel that their organization’s Key Results are not clearly understood or actively pursued throughout the organization. The primary driver behind employee disengagement, in our view, is this disconnect between what employees do everyday and what matters most to the organization, and as a result, they become less invested in the organization’s purpose and priorities.
To increase the personal engagement of your people, begin by clarifying the results they need to achieve as a team or organization. Then make your best case for “Why” people should sign-up, buy-in, and invest in getting it done. In the end, engaging the hearts and minds of your people is about harnessing the power of their individual and collective ability to get things done.
This means that by engaging their hearts and creating a deep sense of personal accountability for the success of the team or organization, you engage the most vital part of their conviction to get things done. By engaging their minds, you ignite their most creative thinking as they devise solutions that may never have occurred to you or them.
The power of gaining people’s hearts and minds in getting things done may seem obvious, but the price you pay when they only apply their hands and feet to a task can be enormous. People who invest their hearts and minds take accountability and go beyond the basic requirements of their jobs, and by doing so, they often make things happen in ways that surpasses our wildest expectations.
To learn more about engaging the hearts and minds of your employees by connecting them to what to what matters most to the organization, we invite you to join the Accountability Community at www.ozprinciple.com, where you can review actual client stories that illustrate the impact of employee engagement on organizational results.
Accountability Community is a registered trademark of Partners In Leadership, Inc. All other trademarks and registered trademarks used herein are the property of their respective owners.
Failure is a buzzword in Silicon Valley. Dave McClure, founder of over 500 startups, had this to say about failure in an often cited Fast Company article: “We’re here trying to ‘manufacture fail’ on a regular basis…being able to figure out what people hate and turn that into what people love…if you’re not willing to take the risk of failing…you’re never going to figure out what the right path is to success.”
Being able to learn from both success and failure is an Own It best practice, but most people and organizations still struggle to get it right. First, they don’t spend enough time understanding and communicating their success. And second, they don’t see mistakes as an integral part of taking “the risk of failing,” which is a Solve It best practice. Taking accountability for failure means recognizing that many of our most important lessons in life and work come from trial and error. Jim Owens, former CEO of Caterpillar Inc., is often remembered for reminding leaders that their most important lessons come from their toughest losses. But only if we learn from them.
Here’s what taking accountability for failure looks like to us:
|•||See It: View the failure from every possible angle until you understand it.|
|•||Own It: Embrace failure like Edison did when he said “I have just discovered another way that doesn’t work.”|
|•||Solve It: Continue to ask “What else can I do?” and apply the lessons you’ve learned to help you achieve the results you want.|
|•||Do It: Keep moving forward until you can make success happen.|
Business failure will never end, in fact it’s growing every day. However, leaders, as well as organizations, who are faster and smarter at taking accountability for learning from their failure and who continue to take the necessary risks to grow despite it win big in the marketplace. IDEO founder David Kelley approaches failure as a vital ingredient for success, encouraging his people to become comfortable with bad ideas. Why? He firmly believes that people will always miss good ideas unless they have the freedom to pursue bad ideas.
To learn more about taking accountability for failure, we invite you to join our Accountability Community at www.ozprinciple.com, where you can review the stories and cases studies of actual people and organizations.
See It, Own It, Solve It, Do It, and Accountability Community are registered trademarks of Partners In Leadership, Inc. All other trademarks and registered trademarks used herein are the property of their respective owners.