Accountability is one of those terms we hear a lot: “Sam is accountable for this, and Mary is accountable for that.” It sounds good, but do you have systems in place to make sure your team members actually do what they say they are going to do?
When a staff member doesn’t hold up his or her end of an agreement everyone usually assumes the individual who “failed” is solely responsible for the breakdown. However, accountability is a two-way street, and it starts at the very top with you, the leader.
You, as the leader, are responsible for communicating fully and completely, making sure your team understands what is expected of them and when. You are responsible for checking in with your team and helping them to stay on track. You are ultimately responsible for the results your team produces, so if your team isn’t producing the specific measurable result that you ask of them when you expect it, take a look in the mirror first before you start pointing any fingers.
Take Responsibility. When accountability is lacking and communication has broken down among your team (both employees and trade contractors), there are four key areas that you need to examine:
1. Are you clear about what specific, measurable results you expect your team to produce and the time frame for producing them? If you aren’t clear about the end result, how can your team members possibly be clear about what they are to produce? You cannot hold someone accountable for an idea or a thought that is made up as you go along. You’ve got to be clear about where you and your team are going, how you are going to get there, and when you are going to arrive.
For example, you tell one of your trade contractors that you need a job done sometime within the next month, and 29 days later the job still isn’t done, maybe it hasn’t even been started, and you are at risk of losing face with your client. Clearly, nebulous goals with no process for tracking progress are a waste of time. Instead, be clear about what has to be accomplished and when; set specific dates for completion and establish checkpoints along the way for tracking the progress of the job. 2. Do you have a written plan that clearly communicates your expectations and who is supposed to accomplish them by when? Storing tasks in your head is a good way not to accomplish anything. As a matter of fact, not writing down each employee’s responsibilities only causes a greater quagmire and a greater likelihood that the task won’t get done on time.
3. How do you track job responsibilities and deadlines? Do you have frequent meetings to check on and support the entire team? Insist that each staff member has a written task list that specifically spells out what he or she is responsible for producing and a timetable for achieving those goals.
It is very important to note that keeping track of staff members’ progress is not about micromanaging anyone’s responsibilities. It is about having a system that keeps track of what needs to be done. When going through task lists with your team, you simply want to know, for example, if the final walkthrough at 123 Alphabet Lane was completed on the specified date. If it wasn’t, your team should provide you with a reason for the delay and a revised deadline as soon as possible. From simple to-do lists to full-size flip chart stands to software that helps manage your and your team’s tasks, it doesn’t matter what system you use as long as the entire team agrees to use it, knows how to use it, and uses it consistently.
4. Have you asked for permission to hold your staff members accountable? It may seem silly. After all, it is your team’s job to produce results for you, right? However, when employees give you permission to hold them accountable, they are making a commitment to the process. When asking for permission, speak of your own experience in needing more accountability in order to produce the results. Ask your team members if you can help them stay on track by holding them accountable, introduce the system that you want to use, and even ask them to hold you accountable in return.
Accountability starts with you, as leader of your custom building company. Have a written plan, communicate fully and completely, and enroll your team into buying into the plan, too.
Former contractor Clay Nelson is a radio talk show host, speaker, and business coach to home builders nationwide. He can be reached at [email protected].
