Account-ability is made up of two elements – will and skill.
Most people, much to every manager’s chagrin have to be taught why it is important to be account-able. Number one, because their job depends on it and number two because without account-ability there is no freedom. If that isn’t motivation enough, I don’t know what is.
Account-ability is a learned skill. If a team leader is not holding team members to account, he or she is teaching them to be incompetent. And of, course, the opposite is true. Teach people the how to’s and why’s of account-ability and they will become skilled. Or they will be fired.
Because We Pay People.
When an employment contract is entered into the agreement is that the employer agrees to pay the person an acceptable amount of money for quality work done. The employee agrees to deliver quality work for that amount of money.
It is implied in that contract that each of the parties hold each other account-able to that contract. Unfortunately, that hardly ever happens in real life.
So, Ms. or Mr. manager here’s the likely situation in your company.
For every employee that you pay $50,000 annually, not counting benefits, he or she could increase contribution by at least 10% or $5000.00 using the account-ability process.
If you have five employees, that’s $25,000 per year.
If you have ten employees, that’s $50,000.
If your company has one hundred employees, that amounts to $500,000 annually.
If you have two hundred employees, that’s $1,000,000 a year.
Now, imagine this: take $5000.00 per employee and burn it.
That’s right, burn it!
You’re thinking, “This is nuts. Are you crazy? Why would I do that?”
Well, that’s what you are doing right now, every day, month, and year. You are throwing your hard-earned cash into the garbage.
Because it costs you at least $5000.00 per employee as the result of not holding people account-able on a daily basis.
You get absenteeism, turnover, disability costs, workplace accidents, workers’ compensation, lawsuits, poorly developed competencies, poorly made products, waste, and low engagement when you do not hold employees account-able.
The truth is, every person in your company – except for you, of course – is at least 10 percent less effective than he or she could be.
Some of your employees are performing at 20 percent, 30 percent, or even 40 percent of what is required to produce quality work.
The sad fact is, they don’t like being that way no matter what you may think!
Now for Brutal Fact Number Two!
Please understand I’m saying these things to help you become a more effective manager. It’s kinda like going to the dentist for a root canal. It will hurt but the relief will be enormous.
If your employees are not performing up to their potential, then you, as a leader or manager, are not holding them account-able. As a result, you are even less effective than your most ineffective employee.
Because you are not leveraging people’s genius – their unique talents. You might even be rewarding them for not doing what they are supposed to be doing.
In effect, you are saying to your employees, “It’s OK to waste your time and efforts. As a matter of fact, no matter how much time and effort you waste, I’ll pay you even more each year! And, on top of that, I will hire more people to do what you could be doing with less effort and more pride.”
But that’s what’s going on in your company, and almost every company in the world.
Hey, look I understand. I have been a manager. I’ve been in your shoes. I know it’s easy to say, “I don’t have time!”
But here’s the thing.
Brutal truth. You have to find the time. Otherwise you’re going to be throwing away that $5,000.00.
Don’t Believe It?
A ten-year study published in the Harvard Business Review showed that employees and managers spend about 50 percent to 90 percent of their time in unproductive busywork.
A mere 10 percent of managers spend their time in a committed, successful, and reflective manner with the intent of increasing productivity. Wow! Ten percent! Harris Interactive, originators of the Harris Poll, recently polled twenty-three thousand American residents employed full-time within key industries and in key functional areas.
The poll’s most stunning findings:
- Only 37 percent of employees said they have a clear understanding of what their organization is trying to achieve, and why – 63 percent said, “Huh?”
- Only 20 percent were enthusiastic about their team’s and company’s goals. That means 80 percent were not!
- Only 15 percent felt that their organization fully enables them to execute key goals. Wow – 85 percent can’t execute properly!
- Only 10 percent believe their company holds people accountable. I guess employees are sleeping!
The worst part of it is that it’s not just about the money.
It’s about people’s spirit, their sense of self-respect, and the satisfaction of being part of a company that values, rewards, recognizes, and assists people to experience a blend of joy and abundance.
It’s about creating a profitable company that’s also a great place to work.
Account-Ability – not an impossible mission
Now imagine that each of your employees goes to the bank, takes out $5,000, and then willingly, happily, gives it back to the company.
Remember, that’s only a 10 percent improvement in performance.
A well-designed, disciplined account-ability process will increase performance by 30 to 60 percent, or $15,000 to $30,000 per employee.
Here’s another big whack on the side of the head – for each employee you’re paying $150,000.00 you’re going to reap at least $15,000.00.
That money goes right to the bottom line.
Are you willing to do what it takes to get the $5000.00 back?
If yes, click on this link http://www.subject2change.ca//sixsteps and I’ll send you the six steps to higher account-ability and $5000.00 more productivity – should you choose to take the assignment.