Accountability conversations are potentially confrontational and unpleasant. So we avoid and procrastinate in favor of more comfortable tasks. When such avoidance occurs, critical things don’t get done.
If you improved your ability to have impactful conversations in an atmosphere of minimal confrontation, how much more would be achieved by your staff?
This seems so simple If you’re going to be critical of someone else and hold that person accountable, you first need to be critical of your role in this process. How well have you facilitated clarity for your accountability partners? Let’s look deeper at the term: accountability partner. It implies:
What’s confrontational about any of these? What happens when you can foster a partnership atmosphere where possibility thinking prevails?
For many of us, embracing a partner’s mindset requires an attitude adjustment. To help, review the definition.
A partnership is an arrangement in which two or more individuals share the profits and liabilities of a business venture.
With a cop mindset, your assumption is your partner(s) don’t share the same desire to enjoy the benefits or don’t have the same level of engagement. For effective accountability conversations, you have to to correct that assumption. Help all partners to keep their eyes on the prize.
Conflict can occur in a partnership whenever expectations are not met. As with communication in general, the ideal environment is blame free. Is is possible that your partner might let responsibilities fall through the cracks? Of course. When you have an up-front agreement for accountability as a partner, your conversations can focus on honoring that agreement and thereby avoid an adversarial tone.
What are your assumptions? What’s your role? What more can you do to support your accountability partners and interact with them in a more productive, less adversarial manner?
Tom Lemanski helps accomplished leaders unlock potential, solve complex challenges, and amplify their impact.
Effective leadership is the key to driving meaningful, lasting success in a fast-changing world.
Tom’s focus on innovative strategies and self-awareness creates transformative results for leaders striving for the next level.
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One Response
Tom,
My team an I are all independent contractors. Therefore as the team leader I must have my goals, plans, activity, and $$ results out in the open. I cannot coach what I am not doing, I must do first. With those on my team my focus is to “inspire not require” as these people must find their own motivation to do the work. Per, our friend Simon Sinek, they must find their own WHY!
Terrific post as always. Merry Christmas!