accountability i - coxhealth · holding others accountable how to hold people accountable 1) choose...

Accountability IPresented by: Don Harkey

The “A” Word

Types of Accountability

1)Holding others Accountable

2)Holding yourself Accountable

Holding Others Accountable

Would you agree that holding other people accountable is a KEY trait of a good leader?

What would you do if somebody cut in front of you in a line at the movie theater?

People in another study also failed to speak up when…

- Someone ate off their plate- Talked REALLY loud at a library- Read over someone’s shoulder

93% of people say they work with a person they find hard to work with, but nobody says anything

DISCUSSION

Why do you think that most people won’t say anything in these situations?

How about these scenarios?

People in another study also failed to speak up when…

- Observing a possible child abduction- Seeing someone collapse on a sidewalk- Listening to someone making racist comments- A doctor fails to wash their hands

1982 – Boeing 727 crashes into the Potomac River killing 78 people

Cause: Ice on the wing

15:59:32 CAM-1 Okay, your throttles.15:59:35 [SOUND OF ENGINE SPOOLUP]15:59:49 CAM-1 Holler if you need the wipers.15:59:51 CAM-1 It's spooled. Real cold, real cold.15:59:58 CAM-2 God, look at that thing. That don't seem right, does it? Uh, that's not right.16:00:09 CAM-1 Yes it is, there's eighty.16:00:10 CAM-2 Naw, I don't think that's right. Ah, maybe it is.16:00:21 CAM-1 Hundred and twenty.16:00:23 CAM-2 I don't know.16:00:31 CAM-1 V1. Easy, V2.

16:00:39 [SOUND OF STICKSHAKER STARTS AND

CONTINUES UNTIL IMPACT]

16:00:41 TWR Palm 90 contact departure control.

16:00:45 CAM-1 Forward, forward, easy. We only want

five hundred.

16:00:48 CAM-1 Come on forward....forward, just

barely climb.

16:00:59 CAM-1 Stalling, we're falling!

16:01:00 CAM-2 Larry, we're going down, Larry....

16:01:01 CAM-1 I know!

16:01:01 [SOUND OF IMPACT]

—Transcript, Air Florida Flight 90 Cockpit Voice

Recorder

Evidence of serious O-ring erosion was present as early

as the second space shuttle mission, STS-2, which was

flown by Columbia. Contrary to NASA regulations, the

Marshall Center did not report this problem to senior

management at NASA, but opted to keep the problem

within their reporting channels with Thiokol.

Even after the O-rings were redesignated as "Criticality

1"—meaning that their failure would result in the

destruction of the Orbiter—no one at Marshall

suggested that the shuttles be grounded until the flaw

could be fixed.

Thiokol management initially supported its engineers'

recommendation to postpone the launch, but NASA

staff opposed a delay.

During the conference call, Hardy told Thiokol, "I am

appalled. I am appalled by your recommendation."

Mulloy said, "My God, Thiokol, when do you want me to

launch — next April?"

KEY POINT

It is often difficult for people to hold someone else accountable… so you have to realize that it takes deliberate effort

Holding Others AccountableHOW TO HOLD PEOPLE ACCOUNTABLE

Create a “Watershed” moment

“A key part of a supervisor’s job is to help their employees succeed or fail more quickly”

- Don Harkey

DEALING WITH A TOXIC EMPLOYEE

1) Choose What and If2) Master My Stories3) Describe the Gap4) Make it Motivating5) Make it Easy6) Stay Focused and Flexible7) Agree on a Plan and Follow Up

Holding Others AccountableCHOOSE WHAT AND IF

CHOOSE WHAT AND IF

• WHAT problem are you trying to solve

• IF you should address the problem at all

THE CORRECT “WHAT” SHOULD ADDRESS YOUR MAIN CONCERN

DISCUSSIONYour teenage daughter swears to you that she will be home from her first big date by midnight but she doesn’t come home until 1AM.

WHAT problem should you discuss?

DISCUSSIONYour teenage daughter swears to you that she will be home from her first big date by midnight but she doesn’t come home until 1AM.

“What” Options:• She broke a promise• She violated your trust• She drove you insane with fear• She openly defied you• She was getting even with you for something else

Consider these options… does addressing these solve your biggest problem?

CAUTION: Don’t judge intentions

“Zone of Acceptance”

Should you even address the issue?

A car cuts you off in traffic

Your son gets a mohawk

Your employee is stealing

Times when you should probably address the issue…

• When a promise is clearly broken• When it really bothers you • When it hits your conscience

When most people assess the RISK involved with a conversation they often…

• Downplay the cost of silence• Exaggerate the cost of addressing the issue

“Sucker’s Choice”

THE QUICK STORY

“That person is just being lazy!”

THE QUICK FEEDBACK

“You are being lazy!”

THE QUICK RESULT

“Who do you think you are?”

THE HAZARDOUS HALF MINUTE

MASTERING YOUR STORYWhat is whole story really? Avoid judgment and focus on what is important and not important.

WHAT IS THE GAP?

• Violated Promise• Broken Commitment• Bad Behavior

WAYS NOT TO ADDRESS THE GAP

Don’t Use a Compliment Sandwich

Don’t Do an Ambush

Don’t Play Charades / Passive Aggressive

Don’t Pass the Buck (Good Cop / Bad Cop)

Don’t Play “Read My Mind”

DESCRIBING THE GAP (Option 1)

1) Start with Safety - create Mutual Purpose (if necessary)

2) Share your Path3) End with a Question

DESCRIBING THE GAP (Option 2)

1) Describe the Gap

Example: “You said you’d be home at midnight, and it is just past 1AM”

Remember the 3 Components of Motivation

1) Strengths2) Autonomy3) Purpose

Remember the 3 Components of Motivation

1) Strengths2) Autonomy3) Purpose

KEY POINT

If someone else really is going to change their behavior, they need to do it for THEIR reasons, not yours.

You just presented them with the problem (gap), now ask them to help you with the solution.

SO… WHAT ARE WE GOING TO DO?

TIPS FOR TAKING ACTION

1) Explore barriers together 2) Avoid quick advice3) Sometimes you need to do it for them!

Don’t Lose Focus and Get Angry

Agree on a Clear Action Plan and set up a follow up time

1. What are you going to do?2. When can we talk again?3. So… What did you do?4. Repeat as needed

Let’s PRACTICE

THE SCENARIO

A Manager has an important presentation to make to the board of directors and needed some critical data from your Employee. The Employee forgets to provide the data and the Manager has a bad meeting.

THE MANAGER

Your Employee is normally pretty good, but does has a tendency to forget things. You are very upset because the meeting went so poorly and the board is considering downsizing (that is a secret).

THE EMPLOYEE

Your Manager is always dropping by and asking you to perform seemingly random tasks. Sometimes you provide the information and the Manager forgets they even asked for it. You don’t know what is important or not important.

HOLDING YOURSELF ACCOUNTABLE

All you can really control is what YOU do!

HOLDING YOURSELF ACCOUNTABLE

“Well… what did you do wrong?”

KEY TAKEAWAYS

1) Accountability discussions require deliberate action.

2) People do things for good reasons… but it’s their reasons, not yours.

3) Always follow up.

w w w . P e o p l e C C G . c o m

4 1 7 . 8 8 7 . 6 7 6 0

accountability i - coxhealth · holding others accountable how to hold people accountable 1) choose...

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