Emergent Leaders Newsletter/050/Building a Culture of Accountability as a First-Time Leader

Imagine stepping into your first leadership role. You’re excited about making a difference and eager to build a team that excels. In your vision, your team members take ownership of their work, meet deadlines, and consistently strive for excellence. Each person understands their role, communicates openly, and supports one another in achieving common goals. There's a palpable sense of trust and mutual respect, where feedback is welcomed and acted upon. Everyone holds themselves and each other accountable, leading to high performance and job satisfaction. 

Real Life Leadership Challenges when it comes to team productivity 

Not that this idealistic vision can’t exist, however, the reality of leadership often presents challenges that can severely disrupt this ideal scenario. After all, while a leader may technically have all the right components to create a winning team, there are many factors that are not fully within their control (i.e. the human element of the team).  

As a new leader, you might encounter: 

• Inconsistent performance, where some team members may not meet expectations, which leads to frustration within the team, along with missed deadlines. 

• Lack of ownership. Certain employees might not take responsibility for their tasks, resulting in a consistent reliance on others to pick up the slack. 

• Poor communication, misunderstandings and lack of clarity leading to errors, delays and inefficiencies. 

• Resistance to feedback, where some team members might be resentful, defensive or dismissive when given constructive criticism. 

• Low morale, where a lack of accountability can create resentment among high-performing team members, reducing overall team morale. 

These challenges arise from a variety of factors, such as differing personalities, life circumstances, work ethics, unclear expectations, or a lack of trust within the team, amongst many others. The good news is that there are some actionable steps leaders can take to at least mitigate these potential issues so that your team’s productivity and success is more in alignment with your initial leadership vision while still providing positive workplace experiences for all involved.

Actionable Steps for Creating a Culture of Accountability 

Building a culture of accountability without resorting to authoritarian measures is essential for fostering a positive and productive work environment. Here are some simple steps leaders can take:

Set Clear Expectations by Clearly Defining Roles and Responsibilities  

Clearly outline each team member's role and what is expected of them. Use detailed job descriptions and translate them into required outcomes. For example, “You will know you are successful in this role if X, Y and Z comes to fruition within X time frame and within X budget”.

Establish Goals and Foster Open Communication 

Set specific, measurable, achievable, relevant, and time-bound (SMART) goals for the team and individuals. This provides a clear direction and helps track progress. Encourage open and honest communication by creating an environment where team members feel comfortable sharing their thoughts and concerns without fear of retribution. Hold a mix of regular one-on-one and team meetings to discuss progress, address issues, and provide feedback.  

Model Accountability and Lead by Example 

Demonstrate accountability in your actions by meeting your own deadlines, admitting mistakes, asking for help when necessary and taking responsibility for your work. This sets a standard for the team to follow. Share your decision-making process (or involve the team, as necessary) and be transparent about the expectations you have for yourself and the team. 

Provide Constructive Feedback and Encourage 2-way Conversations 

Offer feedback promptly, focusing on specific behaviors and outcomes rather than personal attributes. Highlight both strengths and areas for improvement. Encourage team members to provide feedback to you as well. Acting on their feedback will foster a culture of continuous improvement, mutual respect and trust. 

Empower Team Members to Encourage Ownership  

Give team members the autonomy to make decisions within their roles. Trusting them to take ownership of their tasks can boost confidence and accountability. Provide the necessary resources, training, and support to help team members succeed. As a leader, you can help address obstacles that may hinder their ability to take ownership and their work. 

Acknowledge Efforts and Celebrate Successes 

While a positive thing to do, many organizations struggle with this one as much as they do with holding difficult accountability conversations, but the impact of recognizing and celebrating meaningful successes as well as praising team members who show accountability and take initiative, can encourage others to do more of it.  

Address Issues Fairly and Consistently 

Implement fair and consistent consequences for lack of accountability. Address issues privately and constructively, focusing on behavior and solutions rather than punishment. Use conflict resolution techniques to handle disputes or grievances, ensuring that all parties feel heard and respected. 

By taking these steps, first-time leaders can build a culture of accountability that promotes trust, collaboration, and high performance. By incorporating these habits and more clarity around communication, not only will you address inconsistent performance and lack of ownership, but you will also foster a more positive work environment where team members feel valued and motivated to contribute their best efforts. 

Emergent Leaders Newsletter/024/Is There Such A Thing As Being Too Client-Focused? How To Honor Business Needs And Client Demands While Nurturing Employee Workplace Satisfaction.

As organizations evolve to better serve their clients and stakeholders, so do their mission statements. But when mission statements are created, they often exclusively have the client's best interest in mind. This makes sense because without satisfied customers, there would be no business in the first place. Though in the process of instilling changes for the benefit of their clients, organizations often seem to leave out the employee engagement piece, leading to a disconnect in how their employees can effectively live up to the mission statement. This challenge is often rooted in a glaring disparity between the organization's mission statement and its limited definition of success. As I've experienced firsthand and am seeing with some of my clients, this disconnect often leaves employees feeling excluded, hampering morale and ultimately, having a negative impact on the organization's ability to achieve its goals. One glaring example we often hear about in the media comes from the education and health sectors, where teachers and nurses are leaving their jobs in droves, often because of this exact disconnect: all about the students, but offering dismal working conditions. It can't just be one or the other; both must be present for workplaces and businesses to thrive. 

In this week's newsletter, I list usual challenges faced by team members when they feel left out of the client-centric mission statement and explain how leaders can help improve their messaging to bridge the gap between company mission statements and employee satisfaction, all while creating a better experience for their clients. 

Mission statements are the bedrock of an organization's purpose and direction - they convey the core values, objectives, and aspirations of the organization. However, a mission statement alone is not sufficient to drive change or achieve success. The disconnect arises when the mission statement is misaligned with the organization's actual goals and operations. I've been called many times to help organizations "operationalize", as they call it, their mission statements, to better help their employees connect to it, see themselves through it and live by it so that the organization can move forward in a way that will benefit all its stakeholders.  

Where do organizations go wrong? Here are some common missteps: 

Misalignment of Objectives 

Often, mission statements emphasize noble ideals, such as customer-centricity or social responsibility. However, the organization's success definition may prioritize financial metrics or other short-term goals without considering the impact on their staff. 

Lack of Employee Inclusion  

Mission statements are typically crafted by top leadership or external consultants, without sufficient input from employees at various levels.  

Communication Gaps  

Even if a mission statement is well-intentioned, it often does not cascade effectively throughout the organization. So how can organizations improve their messaging and operations for improved employee engagement and retention? What does it mean to "operationalize" a mission statement? 

Bridging the gaps

To bridge the gap between mission statements and employee engagement, organizations need to rethink their approach to leadership and the lens by which organizational priorities are set. More specifically, more time and thought needs to be spent on the implementation of strategies and action plans to make the mission statements relevant to employees AND clients alike. Here's how they can do it: 

Involve Employees in Mission Crafting 

Engage employees at all levels in refining or creating the mission statement. Including employees at all levels, across all functions not only leads to a more practical mission but also fosters a sense of ownership and commitment among employees. 

Define Success in Tangible Terms  

Align the organization's definition of success with the mission statement by specifying measurable objectives for all teams and team members. This clarity helps employees understand how their daily work contributes to the organization's larger purpose and vision, which is typically a challenge - particularly with individuals in "hidden" but essential departments, such as IT and finance. 

Transparent Communication  

Leaders must communicate the mission consistently and transparently. This involves sharing the mission's importance, progress, and any necessary adjustments. Use various communication channels, including regular town halls, newsletters, and one-on-one discussions. 

Integration Into Organizational Culture  

Having a clear understanding of the organization's values is extremely helpful to help guide decision-making. Leaders and employees can learn more about their own personal values and how they relate to the organization's values. This helps inform of the behavior, habits and daily actions, creating more authentic workplace connections.  

Continuous Feedback Loop  

By setting up a feedback mechanism that allows employees to voice concerns or suggestions without fear of repercussion, organizations can gather great insights on employee "wellness". Though keep in mind: Leaders must on this feedback to prove that the organization values employee input and is committed to alignment. 

I would also like to add that this misalignment in organizations where I've been involved was never intended to hurt employees. They simply either lack the know-how, or don't take into consideration the time it takes to create a concerted effort to implement actionable strategies to make it happen. 

Organizations must recognize that their team members are key stakeholders in the pursuit and execution of better customer service experience. By actively involving employees in crafting the mission, aligning objectives with the mission's values, and fostering transparent communication, and taking into consideration their "front line" realities, organizations can significantly shrink this gap, and more forward much better equipped to achieve its mission and serve its clients effectively. 

Emergent Leaders Newsletter/020/Leveraging The Slower Pace To Build A Leadership Accountability Plan

I have yet to meet a leader (or anyone for that matter) that doesn’t look forward to the temporary slower pace of summer. Though being used to a frantic pace of life, we (me included) can often find it challenging to hit the pause button. The idea of sitting back and letting our minds settle seems blissful – but in reality, it can be difficult to do. It can be even more difficult to go the extra step, to mentally “regroup” and make more intentional plans on how we want to return to the more active season.  

What I’m seeing with clients, and what I’ve experienced myself in the past, is that there are 2 “seasons” when people are particularly primed for reflection and change:  

1. When they are so completely overwhelmed and are desperately seeking a way out of their current situation; 

2. When they take a timeout, like a summer holiday, and take a bird’s eye view and reflect on the work they are taking a pause from.  

While some individuals might see this as yet another thing to think about, let me attempt to reassure you by saying this: if you’re feeling unsettled, unrested, out of control, dizzy from decision-making, or like the world is moving at a pace you can’t keep up with – sitting down to organize your thoughts and creating a plan can go a long way at easing all the negative feels that are so commonly experienced by leaders.  

Taking charge requires self-accountability. Being accountable to yourself means setting clear priorities, creating a schedule that aligns with those priorities, and respecting that schedule to drive success. In this article, we will explore strategies to help you develop a strong sense of self-accountability by creating a plan to keep yourself on track and serve as a model for those around you. 

1) Reflect and Assess  

Take advantage of the slower summer period to reflect on your performance and assess your progress towards your goals. Ask yourself key questions such as: 

• What milestones have I achieved so far? 

• Are there any areas where I could improve my accountability? 

• Have I effectively aligned my actions with my priorities lately? 

2) Define Your Real Priorities  

The first step towards self-accountability is gaining clarity on your real priorities. Ask yourself:  

• What are the key outcomes I want to/need to achieve as a leader?  

• What type of leader do I aspire to be? 

• What type of leader does my team need me to be to do their best work? 

• What do I need to thrive? 

Identify the core objectives that align with your role, team, values and organization. By focusing on a few essential priorities, filter out the noise and avoid spreading yourself too thin and to maximize your impact.  

3) Set Clear and Specific Goals  

Building on your reflections, set clear and specific goals for the upcoming months. Break down your objectives into smaller, actionable steps and define measurable milestones. Consider using the SMART goal framework (Specific, Measurable, Achievable, Relevant, Time-bound) to ensure your goals are well-defined and realistic. I would recommend including other stakeholders to ensure your plans are realistic yet challenging. These time-bound targets will help you stay motivated, focused and measure progress along the way.  

4) Create a Well-Structured Schedule  

Next up: building a schedule that reflects your goals and priorities. Design a well-structured and realistic routine that allows for focused work, collaboration, and personal growth.  

Imagine your schedule as the framework of a finely tuned machine. Each component represents a specific task or activity that contributes to the smooth functioning of the overall mechanism. By arranging the pieces thoughtfully, you optimize productivity and ensure a balanced work-life integration.  

5) Guard Your Schedule and Respect It  

Creating a schedule is relatively easy. Respecting it though, is a whole other beast. Guard your schedule fiercely and make a conscious effort to stick to it. Treat the commitments you make to yourself as non-negotiable or as you would respect the schedule of others. While occasional adjustments may be necessary, make sure they align with your priorities and have a genuine purpose. If you are a recovering “yes” person, this is particularly important. Remind yourself that for everything you say yes to, you will have to drop something else. If this keeps you in alignment, go for it! If it steers you away from alignment, ask yourself what it is about that task or request that is worth pulling you off-course.

Set aside dedicated time for regular progress reviews. Use these sessions to assess where you’re at, identify areas for improvement, and make any necessary adjustments as necessary. By creating a robust accountability system, you will feel better supported and more likely to stay on track during busier times. 

6) Embrace Accountability Partnerships  

Accountability can be reinforced through partnerships. Find a mentor, coach, or trusted colleague who can serve as an accountability partner. Engage in regular check-ins or meetings to discuss your goals, share progress updates, and offer support and feedback to each other. Their perspective, guidance, and encouragement can provide invaluable support and help you stay on track. Offer to do the same for them. This will do a great deal to encourage a collective growth mindset within the team.  

7) Make Self-care an essential aspect of your daily routine  

Accountability extends beyond work-related goals. Take time to recharge, relax, and engage in activities that bring you joy and rejuvenation. A balanced and healthy state of mind and body is essential for supporting long-term accountability. Research has repeatedly shown that when we are at peace, we are free to think more creatively and greatly improve our likelihood of doing our best work. 

The slower summer business time presents new leaders with a valuable opportunity to reflect, plan, and build an accountability plan for future success. By reflecting on your progress, setting clear goals, designing an accountability system, allocating time for skill development, and practicing self-care, you can use this period to establish a solid foundation of self-accountability. Embrace this time as a catalyst for personal and professional growth, and you will enter the busier seasons with renewed focus, resilience, and a steadfast commitment to achieving your goals. 

Emergent Leader Newsletter/002/Holding Your Team Members Accountable without the "ick"

Read time: 5 minutes 

If your employee is repeatedly not performing to the level you are expecting, you may be partly to blame. 

Here is the problem: I would be willing to guess that you believe that you give clear instructions when delegating AND/OR you’re avoiding going through with the consequences of an unfulfilled performance management plan (if there is one in place) – either way – it’s not them, it’s you. 

Don’t believe me? 

How many of the following strategies do you employ to mitigate the effects or gaps in the less-than-stellar quality of work output from your weakest performer? 

• Do you tend to put in a few extra hours to clean up their work yourself? 

• Do you tend to avoid delegating higher-stakes tasks/projects to certain individuals? 

• Do you continually skip over the same individuals’ name when promotions come up? 

• Do you exclude certain people’s input or take it less seriously than others’ on the team? 

• Does your energy shift in a negative way in a particular individual’s presence? 

When leaders come to me about an under-performer on their team, my first question is always. “Have you explicitly communicated your concerns with this employee?”. Shockingly (well, not so much anymore), the answer is often “not really”. 

What’s at the root of most under-performers?  

The truth is most employees don’t even know that their work is sub-par. Not kidding. It’s that simple. While they may feel that something is off, they are often left in the dark about how their boss really feels about the mediocre quality of their work. The most common clues they get that signal to something isn’t quite right, come from noticing they aren’t included in major projects or being used for significant tasks. With time, they notice that they are constantly being passed up for promotions, or worse yet: they are let go!  

In fact, here is how most people handle the under-performing employee:  

• They avoid the conversation all-together (they talk themselves out of thinking they are the right person to have the conversation with the employee in the first place);  

• They justify the undesirable result with reasons that are out of their control (for example, the individual was sick or away) and convince themselves that whatever factor got in the way this time won’t be a factor next time. 

• They find reasons to delay (this can be hidden behind excuses like “I need more info,”; “I’m just waiting to another individual to get back to me.”; “I don’t want to disrupt them in their work,”; “I don’t have time right now.” “I don’t think they mean anything by it” and “I’m sure it will get resolved with time and experience.” 

• They face it head-on but it’s awkward, rushed and nothing is really done to educate or prevent deficient performance from happening again in the future. 

Now, before you start being too hard on yourself, just know you are not the alone. The majority of small to medium organizations don’t have a process in place. And unfortunately, because there is no process in place, the unproductive cycle persists.  

Here’s how I would handle it: 

1. Make the decision that from now on, you will take pro-active measures to ensure that the quality of work that comes back from all team members is exactly what it needs to be. 

2. Next, if you don’t already do this, set up regular weekly or bi-weekly 1-to-1's with all your direct reports. Book a time in your calendar, send them a calendar invite, along with brief talking points. By meeting more regularly, you can be more proactive about checking in on work you delegated. It also provides an opportunity for your team members to ask questions and ask for support required to be successful. To make this possible, you will most likely be best to block this time in your schedule (and theirs) well ahead of time (like, in quarterly batches). 

3. Prepare yourself mentally for the meeting. Take a few moments before the meeting to ground yourself. People tend to reflect the energy of others they engage with. As the leader, you get to set the tone for these meetings.  

4. Clear assumptions/labels you hold about each of your team members. We’re not as good at hiding our emotions as we would like to think we are. I have yet to meet someone who wakes up in the morning with the intention of ruining their boss’ day. Step into these conversations with the assumption that the other person is doing their best with the information they have. Don’t assume they “just know”. 

5. When the meeting begins, go over the talking points and make clear that this is a 2-sided discussion. Both sides will have an opportunity to ask questions and gain clarification around expectations. Let’s face it. Both sides want to be successful, and that’s usually dependent on successful completion of the task or project. See each other as allies after the same result rather than me vs them.  

6. To make sure there is a clear understanding of what is expected, do what Brené Brown calls “paint it done”. Describe in detail what the final task/project should look like, then ask the other person to describe what they picture in their minds from your description. Adjust as necessary. It is MUCH easier to hold someone accountable when expectations are clear (and documented). 

7. Ensure both parties walk away with what they need from the conversation and plan/book the next chat before the next project milestone to avoid any surprises. 

With time, you may be able to lift your foot off the pedal with some of your team members as they learn to work in a way that satisfies the organization’s needs. Though keep in mind, these 1-to-1's is not just for your own peace of mind. They are a way to ensure you regularly connect with each of your team members to support them so that they can do their best work, reducing the need for difficult conversations down the road. 

---

Whenever you are ready, there are 2 other ways I can help you:

1. If you are still looking to further improve your leadership skills, let me recommend starting with an affordable course:

→ The New Leader’s Survival Guide: Time Management 

→  Stand Out From The Rest: Communicate Like An Effective Leader  

2.  If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.