Creating Accountability

Creating Accountability

In a Positive Discipline seminar, one participant asked me; "How do I create accountability? You see, I've hired somebody whom I thought has good potential. That was 6 months ago and until now I can sense he's not giving his best. While he does his job as expected, the quality is awful and it's causing a lot of delays in his department."

I've been asked this type of concern a lot of times, only in different settings and varying degrees. In all those questions, I gave 3 options for the concerned leaders to ponder and perhaps come up with their own answers:

  • Threaten the employee that it's either "shape up, or ship out."
  • Hold a meeting with the whole department and brainstorm for a solution to improve quality.
  • Call the concerned employee for a one-on-one counseling and discuss the matter privately.

At all times, different answers were given with accompanying justifications (of course, it's necessary to support your theory). From these answers emerge the "favorite" leadership style of the proponent, which makes it easy on my part to do specific interventions with different individuals.

For me to appear wise, I always employ the "there's no right or wrong answer here" tactic (oops, I shouldn't have told you this). But the truth of the matter is, while all answers may deliver positive outcome, there's a better answer than the others.
However, it is not as simple as it seems. Involving a lot of variables as you can expect in the dynamics of human interaction, it also depends on the delivery of the leaders themselves.

Let's make this an interesting, learning experience for all whose quest for learning is still alive . . .

Give me your best shot and we will discuss your answers in the COMMENT section below. Our discusions will be seen by others (for the sake of learning). You need not worry, there's no right or wrong answer here (have I said it before?) . . .

Now the challenge is on and open to all who wish to join.

Hope to hear from you,

ReyM
The Leaders' Ladder

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"Your learning is GUARANTEED!
I bring experience, my best teacher, to our meeting."
— Rey Misoles, CPC – From the Ranks to CEO –
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"The most unequal thing a leader can do is to treat unequals equally . . ."

Maximizing Training Effectiveness

"If they have not learned, then they haven't been trained."

One hallmark of great organizations is the way they perceive training. Ordinary companies see training as a "necessary evil," something that must be done to fulfill the metrics. Successful companies, on the other hand, view training as a necessary tool if they are to reach new heights in performance and bottom line results.

How do you distinguish one from the other? Here are some indicators . . .

  • Cost-conscious. Some companies simply ask for "quotations" with the intent to compare costs. Unfortunately, some training providers knew this pretty well and tend to fit into the card, sometimes calling training as a form of "entertrainment." They may have good form but greatly wanting in substance. While cost is one major criterion when you scout for good training, it should be considered with other relevant factors like design, methodology, delivery and measure of effectiveness.
  • Time-conscious. An executive in one organization said; "We can't afford to waste so much time in training, we have so much catching up to do in operations." The manager of another company has a different line of thinking; "We have to spend so much time building the skills foundation of our people. It can only be done through training, that's why we have an in-house 'academy' to make sure it happens." Who do you think is more successful?
  • Self-conscious. A business owner once told me; "The problem with training people is… when they become good, they leave. That makes me feel like we're just being made a training ground for their future employment." There are so many factors how and why this happens. But to be simple about it, how about not training people, having headache every night because you have a bunch of incompetents, and best of all – they don't leave. When the entrepreneur heard all these, he fell into a deep hypnotic trance for a long while, and suddenly bursts; "Let's discuss how we go into training my men."

Training is not a "cure-all" and should not be perceived as panacea to all corporate ailments. When you begin to put it in its proper perspective, only then can you see the real value of this intervention.

Most of all, training is not a "one-time event" that brings miracle solution to a stubborn and sticky problem. It is a process, and just like any process, may take time to produce the desired results. But rest assured, it is time well-spent.

As a leader, what's your role in developing people . . . in training?

Dependable

 "Leaders . . . those that are going to be successful for a long time have learned to be very consistent . . . dependable . . ."
- John Maxwell -
 http://johnmaxwellteam.com/dependable

Your Best Investment

Leadership Development

Leadership Development

"A lot of people want too fast and too high of returns on their investment, instead of just letting the investment work itself." - John Maxwell

How do you compare leadership development to planting a seed?

In my elementary years, I almost failed in one subject – agriculture. You see, when I plant something I want the seed to grow ASAP. To make it happen, I dig it up every day and see if it has grown. I also make sure the surrounding is spotless clean. To ensure no grass grows, I take out the seed and till the soil again, removing all types of grass in the process, and return the seed to its position. This happens every day.

Leadership development is very much akin to planting a seed . . . you must pick the best potential, prepare the environment for learning, and provide proper training.

Few weeks passed, my plant grew very little and remained a seedling while the others were ready for harvest. I wondered why . . . just couldn't understand why a plant so well-taken refused to grow.

Isn't it funny that we experience the same when we do leadership development? We know we've done our best, and yet people just don't seem to grow . . . and we wonder why!

Leadership Development . . .

The Art of Leadership Development is an Art of Sowing (and Reaping)

Later in life I learned that when you sow, you don't reap immediately. You have to be patient, invest a lot of time and let it work. This same principle applies when you invest in PEOPLE.

If you look more closely, leadership development is investing in people. And just like planting a seed, leadership development takes time and effort. You have to teach them the right things to do, and walk with them through the journey of leadership development. You must have that nurturing spirit, because the journey is long . . .

People are your best investment, no matter what business you're in. Just like a seed, however, you don't "sow today and expect to reap tomorrow." Some say it's difficult to find good people nowadays, and I would say there are still many of them out there – the "diamond in the rough," which you shall find if you seek hard enough. Just like a seed . . . you cannot see the tree when you look at it, yet you know that there is "treeness" inside.

You need to invest in people – set well-defined expectations, equip them with the tools needed for their functions, and help them develop the necessary skills to perform well. Then, sit back and watch them grow. In due time, you will reap what you have sown. When this happens, you will know the true meaning of leadership development.

And this is what John Maxwell said; "Sow the seed, be patient, and let it work." What you sow, you shall reap.

  This holds true in leadership development as well.

  Be well, and lead well.

ReyM
The Leaders' Ladder

MaP Consulting offers HR and management consulting and mentoring.
Email rmisoles@yahoo.com for detailed info.