8 critical behaviors that leverage accountability

© 2016 Zenger Folkman

8 Critical Behaviors That Leverage Accountability

Dr. Joe FolkmanPresident, Zenger Folkman


About Zenger Folkman

BETTER LEADERS.BETTER RESULTS. • Zenger Folkman is the authority in “strengths-

based” leadership development.• Our extensive research proves that by focusing on

strengths, organizations will boost employee productivity, strengthen employee commitment, and improve bottom-line profitability.

• We use hard science to develop good managers into extraordinary leaders.


“Increase the level of accountability.”

Client Request


POLL

How is the issue of personal accountability viewed in your organization?

A. Not an issue.B. Some concern.C. Big issue—lots of concern.


“Increase the level of accountability.”OPTION 1:

Conventional wisdom•Platitudes•Guilt and Inspiration

Client Request

OPTION 2:Research

• Look at correlations between personal accountability and behaviors that leverage it


In Addition to Our Standard 16 Competencies, We Have Researched Over 50 Additional Competencies

Follows Through on Commitments

Ensure Alignment with Core Values

Personal Accountability

Humility

Business Acumen

Intellectual Power

Decision Making

Decisiveness

Sound Decisions

Dealing with Ambiguity

Self-Awareness

Ability to Change

Accepts Feedback

Control Emotions

Command Skills

Managing and Executing Projects

Clear – Effective Processes

Simplicity - Efficiency

Be Courageous

Encourages Speaking Up

Asks Powerful Questions

Listening

Written Communication

Demonstrates the Ability to Influence

Project Optimism

Is Trusted

Values Diversity

Gives Recognition

Recruits and Retains

Conducts Reviews and Takes Action

Delegation

Personally Supports Others Development

Helps Set Goals/Performance Expectation

Provides Feedback

Managing Across Boundaries

Getting Others to Step Up

Operational Excellence

High Standards

Consensus Building

Balance Long Term with Day to Day

Managing Vision & Purpose

Organizational Savvy

Planning & Organization

Goal Alignment

Addresses Conflicts and Disagreements

Consensus Building

Intelligent Risk Taking

Thinking Like a Customer

Business Development

Global Mindset

Market Insight

Safety Leadership


A Critical Behavior that Will Leverage Leadership

IMPROVE ACCOUNTABILITY• Greater sense of responsibility for results.• Increase in a personal sense of ownership.• Much less finger pointing when things go wrong.


How Can We Increase Accountability?• Very STRONG correlation between accountability and control

The greater the control or influence, the higher the accountability.


Research QuestionCan we predict organization outcomes with the angle of the curve?

Arnold Tannenbaum and colleagues developed “Control Graph” theory as a methodology for measuring control or influence.

Control and Influence

Top Management Middle Management Employees1

1.5

2

2.5

3

3.5

4

4.5

5

Autocratic Laissez Faire Democratic

Amou

nt o

f Con

trol

/Influ

ence


Results:The angle of the curve did not predict

What did predict?The area under the curve!

Total Control and Influence



1.5

2

2.5

3

3.5

4

4.5

5

Autocratic

Am

ount

of C

ontr

ol/In

fluen

ce


The most effective organizations are those where everyone has influence.



1.5

2

2.5

3

3.5

4

4.5

5

Lower Total Control Higher Total Control

Am

ount

of C

ontr

ol/In

fluen

ce

Higher Total Control


What can a leader do to increase a greater sense of accountability in others?

Common BeliefDemand

Accountability

Let others Make all Decisions

AccountabilityPep Talks

PersonalAccountability


Found specific behaviors that increased personal

accountability.

Research Methodology

39,312 Leaders

398,730 Assessments


Behaviors That Increase Personal Accountability

Drive for Results

Ability toChange

Collaborationand

ResolvingConflict

Honesty and

Integrity

Trust

ProblemSolving / TechnicalExpertise

CommunicationClear

Vision &Direction


SELECT TWO OF THESE…


Driving for Results

The three most critical issues associated with delivering results are:• Focus• Focus• Focus

Too often expected results are not clearly defined or not in the control of the individual.


“It’s Not My Dog”


• More reasonable goals.

• A vacation.

• Less work.• Fewer challenging

assignments.

What Employees Say They Want


POLL

2. Which best describes your situation when you were most satisfied with your job?

A. I had very little to do, no challenge.B. I was busy but was able to accomplish

a difficult task.


Driving for Results

• Inspire them to high levels of effort.• Energize them to achieve exceptional

results.• Create an atmosphere of continual

improvement.• Skillful at getting them to stretch for

goals that go beyond what they originally thought possible.

Employees who are

most satisfied and committed

Work for Leaders Who

4 of the top 6 behaviors focus on achieving challenging goals.


What Do You Think Bob’s Sign Says?

?


Those who are accountable have the courage to tell the truth.

“Need a Beer”


The Challenge

How do you respond to the following?• You are behind on the project and the boss asks,

“how’s it coming?”• You are in a performance review with DR and they

aren’t doing well…


Impact of the Loss of Trust

If I do not trust my leader…• I am not confident that my efforts will be rewarded.• I suspect that the leader may take advantage of

me.• I constantly question the leaders motives.• I am sure that they will take credit for my

accomplishments.And therefore I am NOT accountable.


The Three Pillars of Trust

Positive R

elationships

Know

ledge/Expertise

Consistency


• Objective—pop all the bubbles.• Where two or more bubbles

(same color) are connected they can be popped.

• The more bubbles that are connected the higher the points (e.g., 2=5 points, 3=9 points, 4=15 points, etc.).

Bubbles

Clear Vision and Direction


• Select one color and work to connect as many bubbles as possible.

• On average, this strategy will double a person’s initial score.

Winning Strategy


Note that the score went from 990 to 3999.

Winning Strategy


• Final score 4459.• Employees can work hard and do

their job without being clear about the strategy, but they will make decisions that are suboptimal.

• People need clarity, reminders and reinforcement often.

Clear Strategy Makes Every Employee More Successful


“The hunter who chases two rabbits, catches neither one.”

Will Selecting Two Colors Get You a Higher Score?


Problem Solving / Technical Expertise

It is impossible to feel accountable when you are confused and don’t know exactly

how things work.


Employees were asked to rate their manager on the following: “I am kept well informed about issues that impact my job.”

Looking at leaders who were rated in the top 10 percent, we examined their effectiveness on three different skills.

Keeping Others Well Informed

(A)Tells

(B)Asks

(C)Listens


Impact of Telling—Giving Others Feedback

(A)Tells

(B)Asks

(C)Listens

If this is a moderate strength…

But this isn’t… And this isn’t…

Probability of being in the top 10 at keeping others informed: 15.6%


Impact of Asking Questions Alone

(A)Tells

(B)Asks

(C)Listens

If this is not a strength… But this is… And this isn’t…



Impact of Listening Alone

(A)Tells

(B)Asks

(C)Listens

If this is not a strength… But this is not… And this is…



Using All Three Makes a Big Difference

(A)Tells

(B)Asks

(C)Listens


If all three are moderate strengths…


Key Factors that Leverage Personal Change

Studying thousands of leaders who were most effective at making personal and organizational changes, we found they were more effective at the following behaviors:1. Willing to take on challenges2. Ability to accept feedback3. Concern for others4. Innovation5. Optimism6. Clear goals and priorities


Advice from a Senior Executive

“We put this organization together with the assumption that the sum of the parts would be greater than the individual pieces.”“The only way that happens is when people collaborate.”


Team A• Highly competitive.• Focused on individual productivity.• Team members are ambitious.

Competition vs. Cooperation

Team B• Highly collaborative.• Focused on team productivity.• Members focused on team goal.

*Peter Blau of Columbia University

In EVERY Case, Team B Was More Productive and Successful!


Select 1–2 Behaviors to Increase Personal Accountability For You/Your Direct Reports

Drive for Results

Champion Change

Collaborationand

ResolvingConflict

Honesty and

Integrity

Trust

ProblemSolving / TechnicalExpertise

CommunicationClear

Vision &Direction



If Your Organization Has a Customized Competency Model

• We can do this kind of research for you• Using your existing 360-degree assessment, we

can migrate the process from focusing on weaknesses to building on strengths

• We can create for your organization a customized non-linear development guide to provide insights on how to build strengths

• Write down two things you will work on to increase your personal accountability


Thank You

Contact us at [email protected]

mailto:[email protected]

http://www.zengerfolkman.com/