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.
There is an old joke/fable that most of you have probably heard… it goes something like this:
One day a manager was scouring the countryside for a solid candidate, but striking out everywhere. Lions were too lazy, elephants ate too much, monkeys wouldn’t sit still. The eagles always wanted to be in charge. This manager, beaten and depressed, dropped down and sat in the middle of a field.
Shortly, he heard a hissing, and looked next to his foot… it was a 6-foot rattlesnake! “Hey, there,” said the snake. “I hear you need help. Just hire me, and all your troubles will be over. I’m crafty, pretty fast, and not trying to climb any ladders.”
“Wait a minute…” said the manager, “… you’re a snake! I’ll have to check your references first.” So, the manager contacted people whom the snake had been with before, and sure enough, “You don’t have a very good reputation,” said the manager. “They all say that hiring you will just come back to bite me.”
“C’mon,” said the snake. “Those people are just disgruntled, and maybe even a little jealous. Trust your gut — you need me.”
So, the manager finally acquiesced and hired the snake, who turned out to be a super employee. The manager began thinking he nearly misjudged, and that the references were misguided. Then one day, of course, the snake simply slithered up alongside and bit the manager on the leg.
“WHAT???” cried the manager… “You promised that if I would just give you a chance, this wouldn’t happen.”
“Yes, I did,” said the snake, “but you knew I was a snake when you hired me.”
Now, the real joke is much longer, but you get the idea. In this war for competitive, competent talent, it’s easy to ignore our instincts and available proof, and succomb to the belief that, “maybe they’ll work out after all.”
If something looks too good to be true, or you are convinced through judgment, history, or instinct that it’s wrong… run away from it.
..and a hundred other pithy, nonsensical phrases and statements that clutter our day.
None more ridiculous and colossally undefined, however, as my personal favorite, and one I hear frequently as a consultant to senior leadership:
Take us to the next level.
What??
What level??
How do you/we know what’s next??
In the memorable words of Samuel Gompers (early union guy), when asked what worker’s really wanted, he replied, more. Is that all we’re talking about here? More?
I don’t get this “next level” stuff.
If we start with strategy, and define strategy as the purposeful, planned, vision of our future, and we attempt to create a working plan to achieve that future state… what, then is “the next level” in that context?
I’ve known businesses that successfully and substantially improved their quality of earnings while reducing or flattening revenue growth. Is that “next level?”
I’ve known CEOs who were incredibly intelligent, capable of personally developing, creating, and driving toward a purposeful strategy far different than the organization’s current direction and comfort. Is that the “next level?
Here’s a thought… how about we stick to block-and-tackling, even when it involves strategy and long-term change. We aren’t seeking a next level, we’re driving toward the direction, successes and results that we pre-determined through visionary strategy and on-the-ground leadership.
Now, if we weren’t doing any of that stuff before — maybe it is the “next level.”
I currently coach a couple of Human Resources professionals, both at the Director-level. Interestingly, they both asked me, in a span of two weeks and independent of each other, how to really grow and succeed in HR; how to become a real “player” in the business, to command respect, and to develop the credibility necessary to make real-life strategic contributions.
Of course, I had comments — I never promise that what works for me will work for you; only that these DID work for someone… me.
1. Read voraciously. Understand the concepts and philosophy along with the application. Management and leadership theory are necessary foundations — not so you can spout them and sound all mensa-like, but so you can use credible theory when developing your own method of application.
2. Take responsibilities others don’t want, or aren’t doing well. I’m not talking about bush-league stuff like parties and picnics, either. I’m talking about a broken purchasing effort, an underperforming quality or regulatory shop, or something similar. Relevance to HR isn’t the key — relevance to business is.
3. Regularly exceed authority. Forgiveness IS much easier than permission. Many CEOs may not want to see/hear this, but prudent, well thought pushing on your limits of authority allow that authority to grow. It also creates an added base of credibility, as you’ve survived the heat that comes from deciding “outside the box.”
4. Decide, if true, that only the top job will work. Then don’t accept the #2 role for anyone, regardless of size or paycheck. Takes a degree of personal fortitude, and untoward personal confidence, but it pays off. The #2 person is the tactician, not the visionary.
5. Put on boots and jeans, and spend real time “in the business;” learning how knobs are twisted, metal is melted, and trucks are driven. Literally work shifts for weeks sometimes to learn the intracacies of the biz. Get smart on how things work around here.
6. No templates at all. Ever. Develop everything custom for the company you are with. Read, get general ideas, but stop short of using someone else’s compensation plan, bonus effort, human capital plan, or related document to craft yours. Be unique; that’s what your organziation is paying for.
7. Underpromise, overdeliver. Always. Don’t get caught up in saying “yes” so much that you look like one of those Tiger Woods bobble-head dolls in the back window. Say “no” when you need to, so existing commitments are not compromised. Do what you say you will.
And the most important piece — be prepared at all times for plain old “luck.” As in golf, so with a career: Take luck over skill; it’s more frequent and usually more dependable. Particularly if you prepare for that luck in advance.
First, understand that “Talent Management” is not some vague concept, but quite simply:
(1) Identifying, sourcing & recruiting talent,
(2) Developing and motivating talent, and
(3) Retaining talent.
It stands to reason that the CEO MUST be pivotal in any successful talent management strategy. I recently surveyed my current and past clients on this specific topic, and “Talent Management,” as described above, is far and away their number one concern moving forward. Above markets, pricing pressures, and even recent legislation challenges.
Specifically:
CEOs are crucial in the identification & recruitment phase; they must establish what skills, attributes and competencies are necessary for developing future key players. That initial
definition – the foundation – must come from the very top. This doesn’t mean in a vacuum, with no input from anyone; it does, however, mean no delegation allowed.
A CEO’s role is also integral to motivating and developing that talent. Once you find a “keeper,” effective skill development (to match your organizational needs) and deployment (right job, right person) are keys to success. Identify the key employee, then pinpoint what skills and behavior that employee needs to lead tomorrow, perhaps even in a different functional area. Then work on “the gap.”
Assuming the hiring process was successful, it’s too arduous and resource-intensive to repeat, hence the CEOs essential input into retention. Key players – those most focused on in talent management – need to know they have a purpose beyond departmental or shorter-range goals. The CEO is essential for that understanding. An effective CEO can retain talent even in the face of lackluster direct management.
In short, the CEO’s role is becoming more defined today as “principally” talent management — along with a lot of other burining priorities. It’s no longer a sideline job. Done correctly, however, it can expand the CEO’s reach, and help distribute that ever-growing list of “must-do” things falling on your shoulders.
