A recent HRDive study of managers found that “82% of respondents admitted that they have “limited to no” ability to hold others accountable successfully. On the other hand, 91% of respondents said they would rank ‘improving the ability to hold others accountable in an effective way’ as one of the top leadership development needs of their organization.”
Larry approaches the issue of accountability from three perspectives:
Apply three techniques for instilling a sense of job ownership in employees.
Use a formula for determining if an employee’s non-performance is a “can’t do” or a “won’t do” problem
Implement five strategies for changing the culture to be more accountable.
How to use public accountability in a positive way.
Apply an approach to giving feedback that changes behavior and gets results.
Keep employees from shifting their work back on to you.
Be aware of a key indicator that tells you when to let an employee go.
“It’s not my job.”
“I didn’t know I was supposed to do that.”
“The shipment was delayed.”
“The printer ran out of ink.”
Excuses. We’ve heard them all.
Larry approaches the issue of accountability from three perspectives:
- Creating a POSITIVE environment where everyone WANTS to do their very best. This means being the kind of manager/leader for whom people WANT to perform. Larry will share tips on how to be that kind of manager
- Clarifying expectations so everyone knows what represents success. Research has shown that when managers complain about employees not behaving accountably, a major cause can often be traced to the failure to adequately communicate expectations around accountability. When people have a different perception than you as to what is expected, their outcomes will very likely disappoint you
- Applying the rules of operant conditioning to ensure that accountable behavior is rewarded and non-accountable behavior is discouraged
- Using the principles of Graduated Empowerment so those delegated to will choose to demonstrate individual initiative to resolve problems and achieve goals
- Correcting those who insist on not taking responsibility. Larry will share his Conversational Roadmap to help managers turn this trend around
Apply three techniques for instilling a sense of job ownership in employees.
Use a formula for determining if an employee’s non-performance is a “can’t do” or a “won’t do” problem
Implement five strategies for changing the culture to be more accountable.
How to use public accountability in a positive way.
Apply an approach to giving feedback that changes behavior and gets results.
Keep employees from shifting their work back on to you.
Be aware of a key indicator that tells you when to let an employee go.
Why you should Attend:
“It’s not my fault.”“It’s not my job.”
“I didn’t know I was supposed to do that.”
“The shipment was delayed.”
“The printer ran out of ink.”
Excuses. We’ve heard them all.
- Do some of your employees see what needs to be done and take responsibility to do it while others either don’t see it or do see it and choose to not to act?
- Do some of your employees accept blame for their mistakes while others always try to blame others?
- Do some employees learn from their mistakes and improve, while others seem to never learn?
- Do some employees seem to be grateful for having the opportunity to work for you while others act like it’s an entitlement?
- Do you sometimes feel more like the parent of petulant children than the manager of responsible adults?
- Would you like your employees to accept responsibility for improving things and stop whining about what can’t be changed
Areas Covered in the Session:
- Three critical aspects of expectations
- Strategies for establishing a culture of accountability on your team
- How to minimize whining, excuse making and other disagreeable responses
- Can’t Do vs Won’t Do” - Applying the “Million Dollar Litmus Test”
- Rules for giving effective feedback
- Conversational Roadmap for conducting accountability discussions
Speaker
Larry Johnson , CSP is the co-author of two top-selling books: Absolute Honesty: Building A Corporate Culture That Values Straight Talk And Rewards Integrity and Generations Inc. - From Boomers To Linksters - Managing The Friction Between Generations At Work. He’s also written for Huffington Post and has been quoted in the Wall Street Journal and the Harvard Business Review. He has been interviewed on CNN. Larry has written more than 200 published articles on the topic of improving organizational culture.An in-demand speaker and organization culture expert, Larry has delivered more than 2000 paid presentations for association conferences, corporations, and government organizations including Texas Apartment Association, American Bus Association, SHRM (Society of Human Resource Management), National Apartment Association, American Health Care Association, Harley-Davidson, Southwest Airlines, Westinghouse and the Nuclear Regulatory Commission.
He’s also presented more than 300 webinars for his own clients and for various webinar companies. Larry’s Education & Designation
• M.A. Counseling Psychology - Northern Arizona University, Flagstaff AZ
• B.A. Education - Arizona State University, Tempe AZ
• CSP - Certified Speaking Professional from the National Speakers Association
Larry’s Experience
• 4 years in health care management
• 7 years as training manager in government and the private sector
• 35 years as president of his own training and consulting firm
Who Should Attend
- Anyone who works with anyone they consider difficult
