Connecting the Dots...Accountability and Engagement

In nearly all the work I do in organization development, leadership coaching and training, I hear a demand, or a cry, from leaders for more “accountability.” If you are a Manager, you are likely nodding, at least internally, at this.  “Accountability” is inserted in to strategic goals, leadership programs and discussed at executive team meetings.  Frustrations with lack of follow through, unwillingness to come on board, lower quality work or results than expected, and blame throwing are just some of the reasons driving this focus.  These managerial frustrations are real, and drain energy, time and inject emotional stress in to the workplace.  The area of accountability requires attention and is of genuine concern when it comes to organizational results, productivity, and future growth. We need and want employees to own their work, take responsibility, do what is expected and produce results. 

There is a side of this issue, however, that we sometimes ignore in our fervency to make the world around us more accountable.  Part of the issue is that when we start asking what people mean by accountability, the definitions vary widely.  More often than it should, the definition comes down to people are not doing what I want them to do. That is a manager issue.

Take a close look at where you hear strong messaging around the need for accountability, and you will likely find lower than desirable engagement scores.  What can happen is that management wants people to be more accountable, but ironically shifts the responsibility for that off their own leadership.  A key responsibility here is to be an effective manager who has earned the ability to influence others to stay motivated, inspired, competent and committed. 

However, we typically move to compliance, enforcement, or exposing data that might embarrass some into acting as a means to step up accountability.  While these methods have a place and are needed in measure, what managers can do to motivate and inspire their teams gets sadly disconnected from the issue of accountability.  When a person is inspired, motivated and committed, accountability is usually not a big issue (unless integrity is a significant concern). The underlying challenge here is that managers who are stretched thin and doing their best to meet demands and expectations, often do not have the patience or the time to invest in well…managing—helping to create a meaningfully motivating environment where people are valued and encouraged to do their best.  I cringe as I write this because my empathy kicks in, knowing how difficult it can be for managers to focus here, especially with challenging employees, and production or delivery pressures. 

Regardless, it will be well worth the investment in the people management.  Some progressively applied, time tested approaches, which focus on gaining a greater understanding of what truly motivates, inspires, recognizes, and builds competency in your team members, might just drop accountability down closer to the bottom of your leadership to do list. 

JANUARY 28, 2019 7:35 AM

How is Your Focus?

This morning I was looking out my second story window without my glasses. I could see the houses across the the street fairly clearly and a chimney stack on the roof. With blurred vision I could make out what seemed to be a large hawk or vulture sitting atop the chimney, wings slightly opened up in a threatening way. It chilled me. I reached for my glasses to better eye this creepy site, and with clear vision was able to see there were two black birds touching beak to beak in an almost loving way resting on the chimney. It ran home how often our perceptions become cloudy and we insert our fears or judgments into them, causing ourselves and others undue stress. With clarity that comes from being willing to adjust our focus, we may see the best intentions and good in others and our situations. How much time and energy might be redirected on our teams and in our lives if we pause to question or refocus our perceptions? 

 Allison
https://dayone.me/4OMXuzc0

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A while ago I decided to try an experiment with my thinking. I determined to change my "I've got to" to "I get to." You might be surprised what this can do. You're likely thinking now, "yes, gratitude, got it." As Thanksgiving comes around we are bombarded with reminders to be grateful. But there is more that happens, when we shift our internal language to “I get to.”I've got to feed the dog," becomes "I get to feed the dog,...and I get to have a dog." "I've got to make the bed," to "I get to have a soft warm bed." "I've got to get to work” to "I get to drive a car, and I get to have a job." And so it goes, until it becomes beautifully obvious how much we take for granted. Even the air I breathe, the water I drink are seen in a new depth of appreciation. “I get to” is also childlike language of excitement. It’s freeing. So, that's my challenge today--in this Thanksgiving season—to consider giving it a try as you sit around the table, often with a collision of emotions. Just think...I get to.
"I get to” write, and connect with you...thank you."

Being a nobody in a Somebody Organization

Some organizations, like the one I work with, are chock full of very important people and tasks, including extraordinary feats, celebrity, and impact on the world around us.  Within these organizations are people like me.  Not in the top three levels of contributors to the critical work done here, and lacking in the knowledge of the essentials of the esteemed work produced.  They used to call us, support services staff.  Now that refers mostly to those who are administrative support only, but the name is appropo.  We may change the face of how work is done, develop solutions that keep the organization going, encourage someone indispensable not to leave, but we remain on the outer circle of the organization’s pulse.  We may see the connection to the heart, but rarely do those steeped in the critical work.  This is not a complaint.  Just an observation.  I have been in this role in each of my career steps.  I was in the University environment but was not faculty. In the petroleum business, but not a commodities trader, retailer, or refiner.  I am now in health care, and I am not clinical or a clinical researcher. 

 I am, however, like many people.  We make up much of the organizations and without us they cannot run as effectively.  However, we are at times like the spectators. 

I have been developing leaders and coaching for many years.  One thing they will hear me say, often, when talking about change, is to “make everyone feel like an insider.”  The same might go for how leaders communicate with employees, in general.  Recognition in a high stakes and highly regarded organization is often reserved for the superstars.  We want them to be lauded, because it brings the organization the reputation that it holds.  Connecting the dots to mission and real time success for the others seems challenging.  We sometimes see gratuitous recognition that may offer a bump in engagement for the day, but without the acknowledgement of the connection to the larger picture of success, the self-proclaimed nobodies look to be somebodies outside of their organizations.  These same people are leaders in their communities, family heroes, creative writers, and local athletes (not me…!). What would happen if they felt like somebody at work?  I want to challenge you to recognize those in your organizational midst in a way that affirms their role in the essentials.  Not just the comment at a meeting, but a clearer connection to the core work.  If you do this, wait to see how engagement swells.    

Allison Fritz is a Sr. Organization Development and Training Consultant who coaches and teaches upper management, and facilitates team development and change management initiatives.  She hold a doctoral degree in Organization Development and Staff Development from University of Maryland College Park and a Masters in Counseling and Personnel from University of Delaware.

Engaging your Sr. level High Performing Individual Contributors (HPIC)

The first question we ask is, do we really need to engage a high performer, since by practice they are self-motivated. If you have ever lost a high performing employee when you thought things were humming along because their work was excellent, you know better. So, how do we know if a HPIC is truly engaged or just self-motivated to achieve, as they would anywhere? That may depend somewhat on their level and generation.
Senior level or experienced individual contributors may be taken for granted and assumed to be happy. We certainly need to find a way to hold on to the millennials who want movement and are bidding out around organizations in pursuit of promotion. However, we may be making assumptions about the engagement levels of HPIC who we assume, because of age, tenure, or experience, will be here for the long haul, and are fully committed. What we are not considering is the unique management approach we need to employ to not only keep these HPICs, but bring forth their full potential and engagement.  Even more importantly, why. These experienced team members are sitting productively all across organizations today. Their opportunity to influence their teams, the culture, and the newcomers, i.e. Millennials is significant. They are esteemed for their work. However, are they engaged? Do they feel a psychological commitment to the organization, and very positive about it and their own futures there?
It might be well worth it to ensure these valuable employees not only remain, but also help set the inclusive and achieving organizational culture we desire.

While personalities and needs differ, and therefore managerial approaches, we can identify some general ways to help lock in engagement of our Sr. HPICs. One thing you will notice is that someone who has achieved a number of years successfully doing their work–and has not aspired or been chosen to lead–depends heavily on simple rewards that often differ from a junior level.

• ·         The Sr. HPIC needs for recognition may have more to do with acknowledgement of the impact of their work and their overall competency, than their work in general.
• ·         While millennials may expect flexibility, these experienced HPICs view it as a sign of well-earned reward and trust, so when denied, they feel reduced–less engaged.
• ·         Independence is a given desire at this level, not isolation. Sr. HPICs want to be left alone to perform (aka Situational Leadership), but also want meaningful connection as part of the whole.
• ·         Sr. Level still need and want opportunity; they just want more control over what that should be.
• ·         With more frequent organizational change and disruption, Sr. HPIC may be your heroes, but change can be more unsettling for them, as they have more to lose. Tending their need to process loss, and regain balance is not a luxury, but investment.

We need to avoid the temptation to take the Sr. HPIC for granted. Just a bit of focus on Sr. HPIC engagement may impact the overall organization. After all, their perspectives will be influencing the organization well past their tenure.

  Allison Fritz, Ed.D. PCC

As we get in to the third and fourth quarters of our lives we are like bank accounts. We are filled with deposits from others through the years. While many of us look at, or are marked by, the withdrawals that have drained us, we are actually filled. The counsel, the wisdom, the beauty, the support, the smiles, the hope, the ideas, the news, the perspectives, the approaches, the protection, and so much more that has been deposited knowingly or even unwittingly in to us through the years have helped form us and save us. As we sort through the riches, we need not balance the account with the withdrawals. They are not what was meant to remain.
As we enter into the "golden years" let's remember we have gold. Now we can spend it on those still in the red.

The scene, white washed by the morning sun, appears bland, indistinguishable, while the bulb's light facing me grows gradually more brilliant upon my face, making me, the observer, the subject of the the scene. With warmed features, eyes close to feel the morning--more than spy it. I become more aware of how my inner state defines the view.  The sounds of birds calling one another on, bring me into their experience. I see peace, and calmness soothes.  Reciprocity--The life before me and my own within.  This is how we move through all our days, interacting, feeling, knowing, and sharing, unbeknownst to most as we seek to simply be on our way. We define the scene as much as enter in to it. And how we see, defines us.