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In our last issue of the Dynamic Perspective, we asked the question:
“What is it that separates high performing organizations from the rest of the field?”
For the last five years we have been answering that question with our methods for increasing accountability in organizations and the people who lead them. Many of our clients have requested a written guide and, just as you do, we listen very carefully to our clients.
As a result, we are pleased to announce the release of our new book:
Winning with Accountability
The Secret Language of High Performing Organizations
Here is what a couple of people who have read advance copies have to say about it:
"At adidas we speak over 50 languages. The language of accountability in this book cuts through them all. By simply using these tools, I’m setting clearer expectations and see them being met more often."
Steve Bonomo
Head of Group Recruiting
adidas group
Germany
"Without accountability, the greatest strategies in the world are not worth the paper they are written on. This book shows you how to make accountability a part of your organization's culture and improve performance at the same time. Use the strategies outlined in this book into action and reap the rewards!"
David Cottrell
Author of Monday Morning Leadership
U.S.
Last month we issued the first half of this chapter from our book, which is now on sale. As promised, the second half appears in this issue.
As always we welcome your questions or comments.
moreinfo@dynamicresults.com
CHAPTER THREE, continued
The Language of Accountability
So what can you do to neutralize this ambiguity? Begin using the language of specificity.
High-Accountability Language
The opposite of the Glossary of Failure is the Language
of Specificity.
Instead of saying, “I’ll have this report on your desk ASAP,” you say, “I’ll have that report on your desk by 1 p.m. this afternoon.”
Rather than saying, “We’ll have the project completed by the end of the day,” tell your counterpart, “I’ll have it wrapped up by Tuesday, June 13th at 10 a.m., your time.”
Like the three most important rules of real estate are “location, location, location,” the three most important rules in creating an accountability culture are “specificity, specificity, specificity.”
Practice making commitments, using the Language of Accountability by saying, “I will do it on ‘X’ date at ‘X’ time.”
The Language of Specificity includes:
- What date and time should I follow up with you to make sure the loop is closed?
- Who owns it?
- I own it!
- Will (e.g., “I will’ in lieu of “try,” “should,” or “might.”)
- Here’s what it will look like when it is completed.
Using the Language of Specificity will increase accountability and strengthen the accountability culture within your organization.
As you practice avoiding the Glossary of Failure and increase your mastery of the Language of Specificity, you’ll see your performance increase. High-performing leaders are skilled at listening for
ambiguity in language and replacing it with specificity.
Remember the four steps of acquiring new language – hearing, recognizing, understanding and speaking? You will experience this same sequence as you become highly skilled at listening for
specificity.
You’ll also move through these same four phases as you begin using the Language of Specificity when asking for – and making – commitments and building a Culture of Accountability within your organization.
State It Once
A Culture of Accountability also helps eliminate redundancy.
Focusing solely on a problem and not on the solution wastes resources on redundancy. Everyone knows what the problem is … your energy and resources need to be focused on solving the
problem. It may be productive to voice the problem once, but then it is time to move the momentum toward a solution to improve your position. Redundancy is not in many job descriptions.
A good example of the momentum of leadership would be a
conversation like this:
Manager: “I’ve noticed Phil isn’t coming through with his
assignments on time … and it’s getting to be a real problem for me.”
You: “I’ve also noticed that, too. What’s causing it? Where have we failed to set specific timelines and expectations?”
In pointing out that the failure may be on leadership’s shoulders, you’re looking into the mirror to find solutions.
State the problem once, eliminate redundancy, and move toward the solution.
Reversing Momentum
Language momentum can be reversed … from any person in the organization.
Here’s an example:
In 1975, a movie about a mammoth killer shark was filmed. The title – Jaws.
After this shark has eaten a few tourists, a town meeting is called where the mayor, the chief of police, the city council and some influential business owners are all in attendance.
Many see no other option but to close the local beaches to fend off any more attacks and more bad publicity. However, businesses in the community want to leave them open. This is the “high”
season for tourists and closing the beaches now will bankrupt most of the community.
The argument goes back and forth between the two factions for several minutes. No ground is gained and neither of the two sides is willing to give an inch or find a compromise. The meeting is at a stalemate. The upper echelon of the town’s organizational chart is stuck in the problem. The arguing is getting louder and louder.
Then, the gut-wrenching sound of nails being dragged down the blackboard interrupts the argument. Suddenly the room is silent and necks are craned to see a simple fisherman sitting at the back of the room near the blackboard. When he has the room’s attention, he quietly offers, “I can kill that fish for $6,000.”
That pronouncement, made by the somewhat obscure and low-profile fisherman (who was probably not on anybody’s org chart), changed the entire momentum of the meeting … and also changed the direction and focus of an entire town. The simple fisherman had taken on the leadership role, and from that point forward, the town’s momentum had shifted to assembling the team that would kill that shark!
That’s the way it can work in any situation. It’s the leader’s job to reverse the momentum of negative interactions – and anyone can be the leader regardless of their position on the organizational chart. You can reverse the momentum by applying your skills and energy toward a new, positive outcome. When a conversation is
in the past (with celebrations as an exception) you are probably focused on a “problem” or, perhaps, assigning blame. However, by changing the momentum and focusing the dialogue on the future, you are now working on a “plan.”
In short, you have the power to identify Accountability Gaps during interactions and fill them with Specificity. You have the power to identify when an interaction is “going negative” and reverse the momentum so that everyone involved in the interaction benefits!
Wipe out the Glossary of Failure within your team or your
organization … use the Language of Specificity!
In the next four chapters, we will examine the four components
of an accountability dialogue. This is where you learn to apply the language principles you just read. By including these Four Pieces
of the Accountability Puzzle in our language, we increase individual and organizational performance!
Summary:
- A Culture of Accountability is a culture where all team members hold each other accountable for their commitments in a positive and productive manner.
- “Potholes” occur when specificity of language is missing, particularly in making commitments. These potholes can
be filled in with specific and accountable information.
- The Glossary of Failure contains the language we use that forecasts relationship or project failure. It’s ambiguous, lacks specificity and will assuredly lead to disappointment, failure and bad feelings.
- The opposite of the Glossary of Failure is the Language of Accountability … the Language of Specificity.
- It is the leader’s job to reverse the momentum of negative interactions – and anyone can be the leader.
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