How to Hold Someone to Account

Transcription

1 How to Hold Someone to Account (Without all the drama) HRPA Conference February 2, 2017 Copyright 2017 Forrest & Company Limited. All rights reserved.

2 Direct Report Manager 2

3 What are we up to today? Agenda The Context The Concepts: Confidence Boosters Holding Someone to Account Goals As a Manager To have the confidence to conduct accountability conversations with Direct Reports As an HR Pro To have an accountability conversation framework you can provide the line 3

4 The Context 4

5 What does it mean? Holding Someone to Account A Manager judging whether or not a Direct Report has met an expectation AND, subsequently, applying consequence, positive or negative 5

6 Holding to Account: Who s involved? Manager- once- Removed Human Resources Manager Direct Report 6

7 Why Hold to Account? Shareholder Value Strategy Structure: Functions & Levels Roles Managers- Once Removed Managers Vision, Mission, Values Effectiveness Efficiency Trust Direct Reports 7

8 The Concepts: Confidence Boosters 8

9 CONFIDENCE BOOSTER #1 Accountability You hold me to account means we have agreed that: You clarify what it is I need to do You determine how well I am doing it You determine consequences Direct Report Manager 9

10 CONFIDENCE BOOSTER #1 cont d Responsibility is NOT Accountability Responsibility: a subjective feeling of obligation Accountability: an objective component of a relationship Direct Report Direct Report Manager RESPONSIBILITY ACCOUNTABILITY 10

11 CONFIDENCE BOOSTER #2 Authority Accountability Authority 11

12 CONFIDENCE BOOSTER #3 Judgment & Discretion The Work is Making Decisions Judgment The logical, objective choosing of one path to action Discretion The evaluative, subjective choosing of one path to action? Beware of Anaklesis! 12

13 CONFIDENCE BOOSTER #4 Dialogue & Trust If a Manager does these in Dialogue Solicits, listens to, discusses and considers the DR s ideas and opinions Comes to know and understand the DR and demonstrates concern for her well being Ensures the physical, emotional, social and psychological safety of the DR Models the expected behaviour Does not hold the DR accountable for what she cannot control Uses J&D firmly and fairly it creates an environment of Trust 13

14 CONFIDENCE BOOSTER #5 Setting Expectation Trust Dialogue Clarity about Consequence Clarity about Behaviour Clarity about the work 14

15 CONFIDENCE BOOSTER #5 cont d Setting Expectation: Great Delegation Delegation = Task Assignment + Task Adjustment Quantity How much? Quality What exactly does good look like? Time By when? Resources/Restrictions What is available to help accomplish this task? What is off-limits regarding this task? 15

16 CONFIDENCE BOOSTER #6 Understanding Consequence A consequence is what a DR earns, receives or is denied based on her personal effectiveness NOT PUNISHMENT under-handed or capricious Must be Personally significant Fair, Trust-building, Respectful Within organizational limits Determined only by her Manager Explicit 16

17 CONFIDENCE BOOSTER #6 cont d The Continuum of Consequence Negative Consequence Termination! NO CONSEQUENCE Positive Consequence Bonus! Withdraw the work Monitor closely Way to go! Promot n 17

18 CONFIDENCE BOOSTER #6 cont d Examples of Consequence Congratulate Promote Give more authority Give more accountability Praise publicly Involve in deliberations Include in higher-level meetings Written praise Flexible work hours Gifts Career development Bonus and perks Take the work away Remove authorities Remove accountabilities Redefine the role Deselect Dismiss Monitor more closely Redo the task Stern talking to Withdrawal of privileges Fines and payments Go home, think about it, come back committed, or don t come back at all 18

19 CONFIDENCE BOOSTER #7 The Consequence Kitbag Policies and procedures E.g. Progressive discipline, total rewards system Collective Agreement What are the specifics? Precedence What has been done in the past? Culture What are the cultural guard rails? You Your own experience (J&D!) HR Value Add! 19

20 How it all Comes Together: A System of Accountability Managers clearly define the roles of their Direct Reports Which is the purpose of the role within the context of strategy, the role s specific accountabilities and authorities and expected behaviours In dialogue, Managers then assign work to their Direct Reports By committing to do so within the parameters of the role, and being expressly clear about the end-state, resources and timing for the work Direct Reports then commit to their Manager to complete the work assigned Managers then hold their Direct Reports to their commitment By using effective managerial leadership, including monitoring, coaching evaluating effectiveness, and the application of consequence. 20

21 Confidence Boosters: Summary You know and understand Your accountability Your authority That you are required to use your Judgment and Discretion That you will be fair and dispassionate That you will do so in Dialogue, openness and honesty in an environment of Trust You have effectively defined expectations About the work About behaviours That you have delegated effectively, monitored and coached The continuum of consequences is available to you 21

22 Holding to Account 22

23 The Four Steps Long Before Confidence Boosters Setting Expectations Monitoring & Coaching Just Before Discovery Judgment & Discretion In the Moment The Application of Consequence After Monitor, Adjust, Reinforce 23

24 JUST BEFORE Discovery & J&D? Effectiveness or Behaviour outside Expectations Dispassionate Discovery THEN EXPECTATIONS Decide which Consequence to Apply 24

25 IN THE MOMENT The Application of Consequence Focus Accountability Focus on the behaviour (and not the person) Tie the conversation and feedback to a specific accountability/expectation Impact Ask them to describe or tell them of the impact their behaviour has had or is having Result / Resolve / Recognition Apply consequence (positive or negative) Get DR to take on 25

26 AFTER Monitor, Adjust, Reinforce EXPECTATIONS 26

27 Thank you Copyright 2017 Forrest & Company Limited. All rights reserved. 2/02/17 27