Ever been in that conversation with another person, and the word accountable comes up? The word is one of those potential emotionally charged elements of a conversation. Depending on how you view not just the word but its implications, it causes internal reactions to well up inside your body. Some are mental, and others are physical. For some people, the word “accountable” triggers a rush of positive energy, while for others it triggers a rush of negative energy, prompting a desire to find a quick exit from the conversation.
Part of these reactions to the word and associated contribution impact comes from our past experiences, where we either excelled at achieving something we were accountable for or participated in an outcome that did not meet the expectations we were held accountable for. Our energy and reaction levels are affected by past experiences or the anticipation of a negative outcome. A reference to the negative is highlighted here because we tend to be more affected by negative results than positive ones.
What is interesting is that when an organization or individuals establish boundaries and then set expectations of accountability around those guidance systems, contribution, deliverability, and a feeling of self-worth go up. When self-worth grows, it reinforces a constructive, contribution-oriented attitude, which in turn spurs greater energy to contribute more effectively.
The general notion that setting boundaries is restrictive is just not completely true. Yes, there are places where a certain type of boundary might inhibit some creative expression or experimental investigation, but for the most part, having established boundaries, fences, expectations, and the means to measure progress toward or away from them leads individuals to perform and contribute better over the long run.
With defined expectations, individuals can assess their contributions and make the necessary adjustments to improve. Most people want to contribute at some level. If demand exceeds what a person desires, both the person and the business are setting themselves up for failure. On the other hand, when expectations and talent align, then performance expands and contribution is again rewarded with success.
Many organizations will set annual goals and then have functional or departmental resources break them down into quarterly targets. Too often, this is where the process begins to get fractured. The desire of leadership is to have the resources to build their own plan of attack to accomplish their goals. This is a good thing to build ownership at the level of contribution. Unfortunately, at this same stage of building plans, there is minimal alignment between leadership expectations and clearly defined individual expectations. When this happens, the outcomes are likely to differ in the eyes of the leadership and individuals. This, in turn, leads to the point where the word and physical agitation begin, with a statement of the level of accountability that was not met.
This week, ask yourself to evaluate where your organization has established constructive accountability and boundaries, and where it has left them a bit undefined. What small action can you take in the next week to bring some of the gap closer together so everyone can build self-worth and better levels of contribution?
Looking to put a more robust set of expectations and accountability into your organization? Give a JKL Associates Promise Guide a call to start the conversation. Contact us at MI (313) 527-7945 or FL (407) 984-7246.
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