The Wrong Way to Look At Holding People Accountable

There’s probably not one topic that spurs as much conversation in our work of executive coaching or sales leadership than the topic of accountability.

Few of us like to be held accountable, yet we all like to hold others accountable for their behavior.   So when ever I hear a sales leader (VP Sales, Sales Manager), go down the “we need more accountability” path, I always wonder why.

• Did you hire people who were not accountable to themselves?
• Do you create an atmosphere somehow in the company that tolerates mediocrity?
• Is it just a secret method of control or a power play?

Our Recommendation

Why do we believe we can do a better job of holding people accountable than they can do holding themselves accountable? Forget about holding others accountable.

Instead, build systems and environments where people are compelled to hold themselves accountable.  Set the standards high.  Have discussions with people about what’s expected of them.  Instruct them on exactly how to master a certain task (selling, leadership, prospect management, account development) and then step back and be their guide along the way. (Oh, and HIRE RIGHT.)

There’s nothing wrong with periodic meetings where they share with you what they’re working on and you share with them some input that you might have.  That’s just really good coaching.

But the instant it turns into “How do I hold them more accountable”, you’ve crossed the threshold into a de-motivating atmosphere.  Either you’ve hired the wrong person or you’ve created an atmosphere that is not supportive of having people hold themselves accountable.