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Oct 16 14

Become the Leader You Want to Follow

by The Authors

Do you want or need to change the way your people perceive you? Of course it goes without saying that the way you think and act on a daily basis determines whether and how your people respect you, listen to you, and follow you. As a leader, you create an abundance of experiences for your people every single day. Those experiences create beliefs, beliefs determine actions, and actions produce results—either desired or undesired results.

If you want to change the way your people perceive you as a leader, here’s how it works. Whenever you receive feedback that what you are doing or saying is creating experiences for your people that are inconsistent with the way you want them to think and act, apply the Methodology for Changing Beliefs. Five simple steps will immediately get your people looking for evidence of your sincere desire to exemplify the way you want people to think and act. Both team and organization leaders can use this methodology to stimulate robust dialogue around desired beliefs, actions, and results.

  1. Identify the belief (evidenced by the way people are thinking and acting) you need or want to change, then say, “That’s not a belief I want you to hold.”
  2. Specify the belief you want them to hold, by saying, “The belief I want you to hold is … ”
  3. Describe the experience you are going to create for them, say, “Here’s what I’m going to do to shift your belief about me … ”
  4. Ask them for feedback on the new experiences you are going to create, by saying, “Will that be enough to shift your belief; is there something else I need to do?”
  5. Enroll them in giving you feedback on your progress, say, “Will you give me feedback along the way?”

When leaders honestly execute each of the above steps, they launch the same thought process in those they are leading. Their people will quickly get the message that “I ought to be doing the same thing.” The result? Everyone on the team begins looking for the “new belief” behavior, thinking about that behavior, and seeking that behavior in themselves and their fellow workers.

To learn more about becoming the leader you want to become, join our Accountability Community at, where you can review more accounts of leaders who have actually done it.

Methodology for Changing Beliefs 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.

Oct 10 14

Buy In & Invest

by The Authors

Only with high levels of personal accountability can your team and organization execute effectively and repeatedly. Moreover, a lack of personal investment, ownership, and commitment invariably leads to some level of failed execution. Consider the following typical story of business results. We’ll call the company XYZ Corp.

As a result of changing market and economic conditions, many of XYZ Corp’s managers and leaders have failed to execute on their plans. Citing a number of “uncontrollable” variables, these managers and leaders have become victims of circumstance, stuck Below The Line. When confronted with their lack of performance and results, they spend more time explaining and justifying current positions than analyzing and recommending possible solutions. The result? A growing lack of confidence in their ability to execute—combined with increasing micromanagement and centralized decision-making. Sound familiar?

Unfortunately, this is an all too common story. People, in general, are more willing to take accountability during good times than during tough times. Accordingly, those people who step up and take accountability during tough times should become your building blocks for the future. When people take personal ownership, Buy In and Invest, for the success of their teams and organizations, even in the worst of times, they inexorably tie their own performance to the performance of their organizations. The result is flawless execution, it good times and bad.

Accountability is the missing ingredient and essential element to consistent, sustainable execution. To learn more about getting your people to Buy In and Invest, we invite you to join the Accountability Community at, where you can review actual client case studies.

Below The Line 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.

Oct 3 14

Positive and Principled Inspections

by The Authors

When the CEO of a midsized provider of outsourcing services to the hospitality industry began stepping up his inspection of progress toward expected results, his direct reports and their direct reports reacted with strong negative emotions. Their reactions and complaints ranged from “You’re micromanaging us” to “You don’t trust us” to “You can’t expect us to take accountability when you’re breathing down our necks” to “You don’t believe we can do our jobs.” Most people will view an inspection of expectations as micromanagement or lack of confidence and trust, unless you prepare them in advance for the inspection. Think about it. It’s natural for people to become anxious and apprehensive when they know someone is going to check up on their progress. Consider the following list of reasons why people don’t want to be inspected:

They view your follow-up as distrust in their ability to perform.
They want to be “empowered,” not “second-guessed.”
They don’t want to disappoint or fail to live up to your standards.
They don’t want to share their rewards for fulfilling their responsibility.
They take pride in not needing your time or attention.
They want to establish their credibility and value to the organization.
They don’t believe your inspection will add value to their ability to get the job done.

If you fail to appreciate and deal with these natural human concerns up front, you shouldn’t be surprised when people resist your inspection efforts. The only way to successfully Inspect What You Expect is to obtain a mutual understanding and agreement up front about how the inspection process will unfold. Once that’s accomplished, the inspection process will help you and the people in your Expectations Chain develop positive Accountability Connections, while facilitating the delivery of the results you desire.

How do you do it? By applying all four steps in the Outer Ring of the Accountability Sequence—Form, Communicate, Align, and Inspect—when developing a mutual understanding and agreement on how you will Inspect What You Expect. Forming expectations around how the inspection will occur, communicating those expectations using Why-What-When, and ensuring you have alignment before proceeding will prepare your people for an effective and mutually beneficial inspection process. And don’t forget to Inspect the inspection process itself from time to time. Inspecting your expectations in a positive, principled way will save you huge amounts of time by not having to correct problems and address unmet expectations later. Being clear and upfront also provides a good experience for all of those along the Expectations Chain. For more information on inspecting your expectations, please join the Accountability Community by visiting

Accountability Sequence, Inspect What You Expect, Outer Ring, and Why-What-When are all registered trademarks of Partners In Leadership Inc.