3 Mistakes Owners and Managers Make While Trying to make a Culture of Accountability

One of the primary challenges small enterprises face today is creating a culture where they and their associates can be held accountable for getting the proper kind of results. For instance, you as well as your team might project that with market demands and the proper mix of new customers, your company will be able to generate an additiional 15 percent running a business this season.

4 Steps to Creating a Culture of Accountability

The task is, how does one get everyone, and After all everyone, to totally invest in making this focus possible?

On the way, there are numerous mistakes business owners could make which will sabotage this goal, including three of the largest:

  1. Excluding personal accountability in the guidelines of the overall game
  2. Being vague or general with the goals because of their company.
  3. Setting way too many boundaries.

The most obvious implication here’s that accountability by just about every member of the business should be a core value.

I recall how, in a single business I worked at early in my own career, the dog owner allowed certain salespeople to cheat the leads system. For reasons uknown, he felt that it did no injury to let some individuals solicit and sell to accounts that were sold and serviced by other sales representatives. Did that practice infuriate those salespeople who lost sales to the dishonest sales reps? Without a doubt.

But, despite the fact that a lot of the sales reps were honest and ethical, these were powerless to accomplish anything about the problem. The dog owner ignored requests to improve the recalcitrant and fraudulent behavior. Because, given that the business got the sale, he didn’t care who got the commission.

An easier way to avoid this predicament from becoming a concern at all could have gone to institute and enforce an insurance plan that prohibited such dishonest behavior. As management consultants Roger Connors and Tom Smith say, “When folks are accountable to themselves and one another, trust improves, and walls collapse.”

In a nutshell, the owner here’s not clearly communicating what the precise goals are.

In another company I caused, the owner, every once in awhile, would set sales goals which were unrealistic. He believed that if he could just increase his troops, they might believe it had been possible to attain his improbable goals. Among the limiting factors, though, was that he didn’t give his salespeople additional tools, funding or the guidance had a need to make those sales goal achievable.

Build Accountability to Create an Unstoppable Business

The effect was that folks tried, but soon became annoyed by, having less direction and the disjointed efforts of the other sales force members; then they quit.

In most cases just like the above illustration, the business enterprise owner is a big-picture kind of person and doesn’t spend your time looking at the facts, so specific goals aren’t set. Owners such as this have the misbelief that if indeed they set big, hairy, audacious goals, they’ll achieve them. They have confidence in the word, “If we build it, they’ll come.”

The sad part, though, is that “they” (the clients) ain’t really coming, and the business enterprise owner does not have any clue. So, the dog owner eventually ends up blaming the economy, the sales force and even the U.S. president, but never himself (or herself). Associates sense that their leader could be fearless, however they also see someone who’s clueless in leading the charge.

Put simply, they recognize that this person doesn’t genuinely have all of the answers despite feigning otherwise. Don’t let this eventually you, or your company or organization.

This can be a direct opposite of the next mistake but could be just as fatal. The main element here is to provide your team the power and authority to be creative in reaching the results you want. Provide support and encouragement, but usually do not micromanage the situation. Put simply, don’t be overbearing. Give your people room to create mistakes and the freedom to understand from their website.

One way you can sabotage your team’s efforts when allowing them this sort of freedom to fail or succeed is through the body language or verbal insinuations that may up-end any positive and creative problem-solving. If your team’s efforts create a success, give positive feedback. If failing occurs, give corrective encouragement and guidance. Remember: A culture of accountability starts with you.

Lessen the responsibility Of Accountability With These 3 Simple Rules

Leave a comment