I recently had a conversation with some really smart people around Dan Pink’s book, Drive: The surprising truth about what motivates us. Read the book, it’s a good one, discussing how intrinsic motivation trumps extrinsic almost all the time. If you were expecting me to now give you some detailed book review, you’re about to be disappointed.
As these things often do, we ended up in an extended “bunny trail” conversation around the whole subject of individual responsibility and accountability, and what that really meant from a leadership perspective.
Here’s what we discovered during our lengthy and oft-times pseudo-cerebral discussions:
Responsibility–the easiest part. Responsibility is simply a list of things we do, tasks we perform, jobs we are given. Alan Weiss called this “inputs.” You can be responsible for myriad things, both that you specifically control, and some… well, not so much.
In my world, I’m responsible for coaching, facilitating, consulting, providing proposals, answering emails and calls, responding promptly to clients, etc.
These are all Responsibilities.
Accountability–it’s not the same as “blame,” per se, though there is a certain sect of people who would ascribe such. No, it’s bigger than that, yet infinitely simpler. It’s the outcomes of our responsibilities. It’s the results expected from our inputs.
For me, improved leadership behavior, demonstrably better skills, increased performance of a business, function, or enterprise (that actually follows my consulting or advice!) are all Accountabilities. It’s the results or outcomes of my Responsibilities.
We often confuse these two, yet the differences are both clear and significant. Pay attention to them.
Leadership–heavily influences both Responsibility and Accountability. For instance, we influence–actually determine–what a subordinate’s Responsibilities will be. We tell them what we want them to do, what we expect them to be working on, when to be there, etc. Leaders have, quite literally, 100% control (there’s that word) over employee Responsibilities.
Now Accountability gets a bit fuzzier.
Yes, leadership determines, from a starting level, what results and/or outcomes that an employee will be Accountable for (sorry for the dreaded stranded preposition–couldn’t be helped). But there is also a measure of personal acceptance required for real Accountability to be visible to others–an important component.
An employee can be Accountable “because I said so,” but evidence of that employee actually accepting that Accountability requires a willingness on their part to demonstrate that accountability openly, e.g., “Yes, I did that,” “No, it wasn’t an accident, it was my intent,” “That was my responsibility, and I didn’t do it,” and so on. These demonstrate acceptance of accountability, and that’s something only the individual can do.
Now, leadership clearly influences all of this. Leadership has to make sure that Responsibilities are clear, reasonable, and have value. Leaders must also ensure that an environment exists where accepting Accountability is not necessarily fatal; that demonstrating Accountability is a mark of courage and success, not of weakness and/or failure.
This, of course, is the heavy-lifting part.
No doubt many of you have been looking toward 2018 lately, adjusting your strategy and plans to make it a(nother) successful year. Whatever methodology you use, researching what the competition is doing is critical. What many organizations miss, however, is how the competition’s leadership is contributing to their success.
I think that’s a blind spot that causes us to underestimate the opposition, brought on by our overconfidence in our own leadership acumen.
A long time ago, in a land far, far away…
Does anyone else remember when being called a mentor was something special? Back before we started using it in performance evaluations? Before we had to ask, and maybe pay someone to mentor us? Before it was a buzzword?
I certainly do, and I’m thankful for the group of professionals who served as mentors to me during my occasionally tumultuous military career. They were leaders all, and as I’ve mentioned before, leaders develop leaders… that’s their job.
Take, for instance, the, “Kevin, I’m not trying to change who you are, but you don’t have to be you so hard all the time.” (Thanks, Mike.) I might have used that one a time or two as I tried to pay it forward by passing the lessons I learned to those I’ve led and mentored.
… or, what to do when a plan doesn’t come together.
I can honestly say I’ve learned more from my mistakes than my successes. I doubt I’m alone in that. What’s that old saying? “That which doesn’t kill you makes you stronger?” Obviously, none of my mistakes were fatal and none ended my career… yet.
Some of my biggest mistakes I considered colossal failures at the time, only to learn later that there are actually some things I can’t control. Like the time I lost $1.1B in multi-year resourcing. Or the time I started an international incident in the skies over Younameastan. Or the time I invested in a gold mine (seriously!).
I was fortunate to work for a number of leaders that knew mistakes are rarely intentional, and almost all can be important learning opportunities. I always tried to pass that on to the men and women who worked for me afterwards. Yes, mistakes can be frustrating and costly, but in a corporate setting, they’re rarely life threatening.
One of my favorite mistakes happened during my last fun assignment in the Air Force when I was leading a rapidly deployable group trained to respond to a wide variety of contingency operations. We were deployed to a bare base for a self-imposed training exercise to test our readiness to operate in chemical protective gear – an old-time Cold War, NATO-type exercise. By bare base, I mean a runway and a patch of dirt with zero support infrastructure.
It was only for a few days, but both the days and nights were long and filled with hard physical and mental exertion. The night before the exercise ended, I reviewed the re-deployment plan put together by our logistics planner. My one rule was that we were not going to bring the tents down in the dark. Something always gets broken when we do that.
It was a good plan, but it was clear that he had forgotten about the one-hour time differential between GMT and local, so his assumption about when it would be light was wrong. I asked probing questions about the plan but couldn’t get him to see his error. After all, he’d checked with the weatherman specifically to see when nautical dawn was.
The next morning was busy, and we completed all the assigned tasks by the scheduled tent breakdown time. But it was still pitch-black. I asked that the planner come see me, and when he reported in, I asked his where the sun was.
He stood tall and replied, “Sir, it’s scheduled to arrive any minute.”
I let him know that it wouldn’t be arriving for another hour and that under no circumstances would we break tents down in the dark. And then I let him continue to be in charge of the pack up. Fortunately, that young captain was resourceful and flexible. He assigned some other activities that were scheduled for later and managed to scrounge a light cart from somewhere else on the airfield. Within a half hour, we were breaking down tents and had completed palletizing the entire camp by the time the aircraft arrived for our re-deployment to home base.
He turned a failure into a complete success and learned a couple of lasting lessons:
- Learn to critically examine your plans and listen for understanding when someone asks questions. Maybe the question behind the question is what really needs to be considered.
- Always have a Plan B (and maybe C). Think about it, how often does everything go exactly as planned? Ever?
- Give subordinates every opportunity to try tasks that stretch them without fear that failure will result in humiliation or professional suicide. During the debrief, I publicly praised his original plan (with the notable exception of the failure of the sun to appear on time) and his resourcefulness that resulted in mission success.
Kevin Berchelmann’s Law of Leadership #4: Make your expectations clear, then back up a bit and give employees room to do their job. In other words, let your people take risks without fearing the occasional failure. They need to know you have their back, and you’re not going to fire them if something goes awry.
That was ten years ago. That young captain has been promoted a few times since and is a commander himself now. We still keep in touch (I’ll save the value of mentoring for another piece), and his last note to me read, “Regardless of when/how you learned your leadership style it was appreciated and is part of your legacy. You inspired me to be a better Airman, Officer, and father.”
Doesn’t get much better than that.
What have you taught your employees about making mistakes? The last thing you want is for the mistakes to be hidden behind the fear of your reaction. Just because you’ve stopped hearing about mistakes doesn’t mean they’ve stopped happening.
— Please, don’t tell my wife I’m doing this…
Yes, leadership development can cost money. Most of us believe the returns are well worth it, and I’ve had the professional pleasure of working with many of you in improving the skills and behaviors in your leadership staffs.
But you know what? Most of the more significant things that leaders can do are free.
That’s right. Gratis, free of charge. No sales tax, shipping and handling, or any other spurious expense. What, then, can we do to take advantage of this FREE leadership development? Nothing more than some simple effort on your part.
Without going into ad nauseum detail, suffice to say that there are three very simple things that a leader can do to set him/herself apart (positively) from the pack:
- Ask for input. Even when you already think you know the answer. Here’s the funny thing, and those I’ve worked with have heard me say this countless time: ask frequently for others’ input.If you ask all the time, people don’t get offended when you don’t “take” their suggestions each and every time proffered. If you only ask once per year, that person will fully expect you to use their input in a meaningful way… after all, why would you finally ask if you weren’t going to take it.Besides, keep on asking, even if you don’t believe you’ll get a meaningful response. Even a blind squirrel gets a nut every now and then, and who knows? Maybe that employee will just get lucky…
- Say please and thank you. Face it — no employee with the brains of a rock believes when their boss “asks” them to do something, it’s really a choice… what does it hurt, then, to always — ALWAYS — say “please,’ and “thank you?”At the end of the day, you’ve got the business card. You can always be a jerk and say “do it my way.” Just don’t lead with that.
- Admit mistakes. Freely. And don’t water them down with that passive-aggressive crap, like “I probably shouldn’t have done that, but…” or “In hindsight…” Call it like it is — I SCREWED UP! I made a mistake, and I hope to do better. Then LEAVE IT ALONE!Credibility can skyrocket when leaders accept full (not conditional) responsibility for their actions. Warren Buffet, the Gandhi of all investing, recently apologized to the world for buying a poor-performing stock. He didn’t blame the subsequent losses on the market, the mortgage industry, or the government. He said, “…I have been dead wrong. The terrible timing of my purchase cost Berkshire several billion dollars.”Several billion dollars?? If Buffet can fess up to a mistake costing more money than the GDP of 90% of all the world’s countries, surely we can own up to some near-trivial misstep during our regular workday?
These three things — all by themselves — can help leaders stand out from the mediocre masses. You’d think it was pulling teeth, though, since none are as common as they should be.
Make them common with you.
I looked up from my desk the other day and noticed (again) a retirement present from a good friend and co-worker that says, “It is what it is.” Too often, I hear that phrase uttered in a tone of voice that conveys resignation to an unpleasant situation or acceptance of defeat. It doesn’t have to be that way!
As leaders, a key to success is in understanding the last part of the sentence: “…what it is.” It might be something we have control over, something we can only influence, or something that affects us and our people but is out of our hands. How quickly we ascertain which of the three It is, and how we communicate that to those who work for and with us often determines whether we (the royal WE) are going to rise above the challenge.
In a past life, I commanded an organization responsible for deploying personnel to all parts of Europe and Africa. We were too short staffed in certain specialties to do what were we being asked to do, and getting additional manpower was out of our control. What was in our control was how we used the personnel we had.
Instead of being resigned to playing the victim to the asymmetric workload distribution between specialties, we developed an aggressive cross-training program that enabled the willing, but underemployed, personnel to team with those who were in danger of burning out. As a result, we built a greater number of very capable, cross-functional teams that were scalable and incredibly efficient to deploy and employ… and we significantly improved morale in the process.
This speaks to three core truths of leadership: leaders create “we” organizations; leaders don’t play the victim; and, leaders help others manage change.
As the chief executive, my job was to instill a sense of shared purpose, creating a “we” organization that excelled at overcoming adversity and delivering client success. Those given additional training knew they’d be asked to work harder but were willing to give their discretionary effort to reduce the burden on their teammates. If you know your organization has spare band-width in some areas, maybe you can tap into it through a renewed sense of shared purpose.
When leaders fail, they can’t play the victim. I tried so many times to get additional personnel, they called me Kevin de la Mancha. As frustrating as it was, we didn’t sit around and blame others for not being able to accomplish the mission; we got off our morass and found an alternative that gave us control back. If you’re not encouraging your people to find innovative ways to overcome It, they may not think you have what it takes to lead them to greater successes, and they’ll be wary of following.
Leaders have to model change resiliency; if you don’t have it at the top, you won’t find it at the bottom. By understanding and anticipating resistance to changing the status quo, hierarchical way of tasking, it was easier for me to communicate the positive effects we could generate (both up and down the chain of command) and involve those most affected in the implementation plan. When those affected demonstrated their buy-in, it silenced the nay-sayers and motivated others to want to do more work for the good of the team.
How are you dealing with It? Are you resigned to suffer its impact on your organization, or are you aggressively developing alternative strategies to deliver success by giving your people the tools and opportunities they need to exceed expectations?
Overcoming It depends on you.