How to Own Self-Accountability for Your Team

This is a written Transcription for the Leadership Hustle episode about How to Own Self-Accountability for Your Team, from Season 1 Episode 43.

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Transcript:

Andrea Fredrickson: In this episode of Leadership Hustle, we're going to talk about Self-accountability and how we can improve it. Hello, and welcome to The Leadership Hustle for executives whose companies are growing fast and need leaders who are ready. Hi there, and welcome back to this episode of The Leadership Hustle. I'm one of your hosts, Andrea Fredrickson, and I'm here with Michelle Hill. All right. Our episode today is about Self-accountability. And although we are directing this toward those people who are in a leadership role, it really applies to any employee, regardless of the station, the role they play within an organization. But we're going to come from this perspective of of leadership today. And as Michelle and I were preparing for this, we were talking about all the different leadership groups that we lead. And sometimes it's peers and sometimes it's one within an entire organization, or it's the senior leadership team or it doesn't make any difference. It's a team, right? Yeah. And one of the things that we will notice, especially if we're working with an entire team at the same time in the same room, is that well, let's get an example of we will meet with them and they've got, um, initiatives or they have goals and we'll come back and they're still working on the same goal. And when we bring this up, we will start hearing the well, you don't understand or. Yeah, but yeah, but and there is a host of reasons why that things aren't happening. We love said we're going to we poke this bear. Right. Yeah. Right. And so sometimes maybe.

Michelle Hill: A little too much, we're like.

Andrea Fredrickson: Um, this is why they.

Michelle Hill: Might not invite me back.

Andrea Fredrickson: This is why you pay us, right? So we are noticing that things aren't progressing. There's some of us that are, you know, in the room that are getting a little frustrated because things aren't moving.

Michelle Hill: You got some frustration. Some pods that are like.

Andrea Fredrickson: So I'm.

Michelle Hill: Doing it. Why are they not.

Andrea Fredrickson: In the team? The team loses trust within itself or within the one person, two people, three people, whatever it is. And they're also looking at the senior leader and saying, what the heck, right? It's like, why are you not holding them accountable? Or maybe it's the leader that's not accountable themselves. And so just looking at how do we how do we work with this and maybe what are some of the symptoms. So we mentioned a couple uh, you know, symptoms of the. Yeah. Butts. Yeah.

Michelle Hill: Butts.

Andrea Fredrickson: And you don't understand. Are there other things that you will hear people say that that tell us, like they're not owning their shit as they say? Yes.

Michelle Hill: Um, well, it's the blaming of others. Blaming of others on their team or in the departments or across the organization or vendors. There's just. Okay. And what's next, you know? And they just stop. I mean, there's not a not a motion moving forward, right? It's it's just well, it's like waiting for what kind of scenario. Right, right. But yeah. So definitely the blaming, blaming of others complaining, complaining about other areas or other departments. It's just the and you're familiar. But it's that above and below the line. It's like below the line behaviors. Life is happening to me, not because of me. Right, right. And um, which because of that, they're not taking initiative because of that, they're going down more of a negative path versus what are the possibilities?

Andrea Fredrickson: And how do we get curious about solving the problem?

Michelle Hill: Yes, yes. Leaning into that curiosity, that and it also kind of goes into threat and reward their brain. Right. Their brain is going to go more on threat protect myself versus that reward of, um, collaborating and being curious and coming up with different solutions and so forth.

Andrea Fredrickson: I remember one team I was working with, there was a gentleman that there was a metric that was constantly not being met. Um, and he would just report in the metric, literally. He didn't have to be there to report in the metric. It was on the it was on the screen. Right. And so, yeah, um, that's what the metric is. And at first, no one on the team said, why? What's going on? How can we help? You know? They just said okay and just assumed that something would be done. But all he did was nothing like said what the metric was. Eventually I noticed that then the team members would be like, so what can we do to help you? Or what's going on? And that's what he would say is, let me think about it. So he would basically do anything that he could do not to give an answer or give Of something that he could be held accountable to change the metric. And in my mind, this is without me asking the question. But my mind. Is he doesn't know how to solve this problem. Right? So something in his environment is getting in the way or his skill set was lacking and what's going on? But we were hearing nothing as opposed to excuses. It was nothing. Nothing or just pushing it down the road. Redirecting.

Michelle Hill: It sounded like a little bit too, right? Yep.

Andrea Fredrickson: I was like, get.

Michelle Hill: The attention off me, get it onto them.

Andrea Fredrickson: Yep. Yes. Or even asking a different question. And like I call it bait and switch. Like, oh, but I have a question for you. And just like I'm like, are you kidding me? So I was like, so when we got involved in those conversations, it's like, time out, come back here. Yeah. Here is the question. What questions do you have for this person? We're not trying to hurt you. We're simply trying to. What can we do? Because how many of you are frustrated that things aren't moving? Yes. How many of you have questions? Yes. How many of you are afraid to ask the questions? Diverting eyes. Don't give me an answer. Right. And so, you know, looking at how do we how do we help someone take personal accountability? Because some people will say they can't be. In fact, we were just asked like, can can people be coached into taking accountability? I'm like, yeah, they can. We've been successful most of the time.

Michelle Hill: Yeah. I mean, I think, I believe that they have to believe that it's possible, right. Where whatever that is. So like if you're using a metric, for example, have you done it before? How do we how, you know, walking through and talking about how it could work, what are the things we needed to make that happen? But if a person has that, that belief that this this is a made up metric. This metric doesn't matter or this it's impossible. They just keep doubling my, my. Then they're not going to believe it's possible. They're going to behave that way. Right? They're going to do everything that's not going to accomplish it versus yeah, it is possible. What are the things that we're going to need to do to to get closer to succeeding to that? Right. So I think there's that self-belief, that belief system that we have that gets in people's. Way too. And maybe, you know, maybe as a leadership group or as the leader of that group sometimes. Maybe we have to ask ourselves, is this is this even realistic? I might think it's realistic, but if. If you're if I've delegated it to you that this is your something, that initiative you're going to be. Yeah, you're supposed to be the one responsible for it, but I'm the one that came up with it. I'm the one that maybe even like what we're doing and what that number is that we have to hit in their mind. That's your gig, not his.

Andrea Fredrickson: Right. And we haven't even talked about the fact that we aren't if we're not seeing progress, like if we're not seeing progress, like how do we move, how do we move it forward? It's not about.

Michelle Hill: The result, it's the getting to the result.

Andrea Fredrickson: So teams humans getting comfortable with I have some questions. I'm not blaming you. Yes, I'm asking questions because I don't understand. And or how can I help. And let that be like setting up the conversation, framing it in a way where people don't have to feel defensive? Yes. So, you know, doing we call it issue processing where it's like, tell me what you've done already, what's worked, what's worked, partly what is getting in the way, what would you what ideas have all these questions before we start solving the problem? Yes. And then ask the question would you like help?

Michelle Hill: What are the things I even like? Because would you like help is a yes no, right? Would you like help? Yes or no? What? Let's look at what are the things that I can do or someone else? And what are the things that you want to do?

Andrea Fredrickson: And even the help could be. Do you need help brainstorming on how to work through this? Do you need help with. So that's simply we're not meeting a metric. We're not getting something accomplished. There's something that's not working that is preventing that outcome from happening. And we're working with the person. It's like, do people who ask for help or get help feel like they're weak? Like, no, we are one team. We're here. Here's what we need to do. If you're not succeeding, we're not succeeding. How do we make this work? Because sometimes we just need somebody to give us the the lift. So like when you, when somebody spotting you and weight weightlifting, it's like you're not lifting the whole thing. You're just.

Michelle Hill: You're just making sure touching.

Andrea Fredrickson: It, make sure it doesn't fall. Right. So how can we help make sure that your barbell doesn't fall in the process.

Michelle Hill: And I think there's there's a couple components. One, it's clarity and expectations. Um, and then also what are the things that what do they believe to be true and what do they believe not to be true as well. Right. Because if they don't believe it's going to be true and they believe it's your initiative, not theirs, again, there's not going to be ownership, right? There's not that personal accountability. They need to own it. And that part of that is in the clarity of this is what we ultimately have to accomplish. We're going to get that accomplished through your effort and your actions. So what do you want that to look like? What you know, let's talk about what that plan is or let's put a plan together. But there is that and I know we've talked about this before, but it's it's which can be hard for some personalities, but it's letting go and letting them make some decisions and really put it together and, and also speak up if they don't agree with something too, right? Sure. But it's it's a lot of it's conversations.

Andrea Fredrickson: It is conversation. Now, I've had people say to me, how can they not know they're not being accountable? I'm like, well, some people in their whole life, they've been able to excuse things. And so they kind of figure out how to get something done a little bit. They eventually get something there, but they excuse things to set the bar low and it works for them.

Michelle Hill: Yeah, sometimes that does work.

Andrea Fredrickson: And so there's that. But I also believe just as many don't realize they are excusing things that they are. They know they're not meeting the expectations. They're probably embarrassed about not meeting the expectation. Maybe they are. Maybe they aren't, as I say that. But but there's a group of people who are embarrassed and they don't know what they're that they're excusing why things aren't happening. I mean, I literally can think of this one gentleman, that smart dude, lots of entrepreneurship in his in his life and was excited about things. And when we get together for coaching, he'd be like, yeah, but Andrea and he would excuse. I'm like, what about, you know, what have you done here? What have you done there? What have you done this. And then when he gets stuck, you're like, Andrea, you don't understand. Okay. So help me understand. And then. So what part of this do you own? And that question, what kind of response do you get to that question? Yeah.

Michelle Hill: It's like it's. Yes.

Andrea Fredrickson: Uh, what do you mean?

Michelle Hill: Yeah.

Andrea Fredrickson: There there isn't a for sure I, I don't do, I own what do I own. And so recognizing when something's not working, you own some part of it.

Michelle Hill: Yes.

Andrea Fredrickson: If there are others involved there's they have some part of this too. But together you both own this and excuses aren't working. And so we've got to get creative about solving a problem or figuring a workaround or something to keep things moving, but I really don't. It's so interesting when you call people out on it. Like, I don't excuse would you like me to record our coaching session? You know. And so I'm not doing that.

Michelle Hill: But three times we've come together, nothing's changed. And that is we all know you know, we've all had the discussions and this is what we're all individually responsible for. And yeah, at some point something's got to change.

Andrea Fredrickson: So executive leader, highest level leader in the organization, that person has to be the person who is making sure they themselves are accountable and have someone that can call them out. Yes. When they're not. Whether it is their team is trusting enough and psychologically safe to call somebody out. Go for it. If they're not outside executive coach, here's some things. These are the things that are not happening. Here's what it's being reported. Here's how it looks. Do you want to change? Because if you don't want to change, let's not do this. Correct. But you're going to. But the fallout is your credibility with the team that you work with and or lead is going to be diminished.

Michelle Hill: Yes it is. It is.

Andrea Fredrickson: So here's the thing. Make sure that you have people who who will speak up and let you know, how do you know what's going on? You're not being you're not taking accountability. What can we do to help? What's the process? It doesn't have to be in a big room. It could be one on one.

Michelle Hill: Conversation, one on one. More often than not, at times too right.

Andrea Fredrickson: Um, individuals can have those conversations. The manager leader can have those conversations, an outside coach can have this conversation.

Michelle Hill: And really important is. You've got a role model, what you expect. So as that executive, that leader of the group, whatever level this you know, this group is and the organization, what are those expectations you are have you have for your people? Are you doing it right?

Andrea Fredrickson: Are you doing.

Michelle Hill: It because if if you're passing the buck of not meeting some of the metrics or just go back to the metrics, right. What are you telling everyone else? And this one gets real simple with our you just made me think of an aha here. Um, with our leadership programs, we how we involve their leader. Right. And the expectation of our program is that it's not just your learner and the facilitator. You're involved as well having one on ones between sessions. What are they learning? What are they going to how are they going to apply it? What are they going to be doing different? What feedback does that that manager want. So we expect of that, of that manager of that manager of the learner to make sure they're having their one on ones, make sure they're giving their feedback because they want behavior change. That's the whole idea of why they're going through a leadership program, right? But if they're not having those one on ones between the sessions, what exactly are they telling their learners?

Andrea Fredrickson: So that goes to that quote that we've talked about before is what where you put your action is. What's the priority? Yes. So if you're not following up, you're not asking the question. You're not checking in, then why does unless that person is so self-motivated, which many are and they'll learn, but they're going to get a thousand times more out of the program when somebody cares and asks the questions to make sure that there's some accountability to the actions that the person is learning in the program. Yes.

Michelle Hill: And I use a even a simpler phrase what gets attention gets attention. So if you are that manager, you give attention to their learning, their their development in the moment. Right? They're going to give attention. They're going to prioritize it. They're going to give it attention. But if you don't, they're going to be like. Unless they're really self-motivated. Sure. And even if they're really self-motivated, they may be torn with conflicting priorities. And because you give attention to projects and you're not giving attention to their learning, they may feel, well, I got to I got to squeeze this in, but my time really needs to be here. Right. It's it's these mixed messages based off of our actions. Right? So our actions tell people.

Andrea Fredrickson: The most senior leader, if it's not likely that you got to that role without being accountable. Now, there are some entrepreneurs that are a little flighty, I'm going to say. And so I will promise this. And then we do that. And then it's like changing priorities and oh, I changed my mind. And there's excuses and rationalizations and all that stuff. Please recognize that that behavior is not helping your team, but it's setting a precedence for the next level of leaders inside your organization, and they will model what the senior leader does. If the senior leader is noticing that the people that they lead are excusing and rationalizing and not taking accountability to their priorities or their goals and objectives, then that manager leader has to say something to that person. It's like, are we coaching? But we can't just say, oh, okay, oh, okay. And it's been three weeks. Like tell me what action you're going to take to move this forward. What help do you need. Because I'm not expecting you to solve this all by yourself. Right. But if you don't give it attention and you don't, if we excuse it for them, we're not going to get any better.

Andrea Fredrickson: And that's going to filter through the entire organization. Yes. Um, I think that accountability is probably the number one reason people ask their leaders to come to our classes Is there not? It's like they have an accountability problem. They don't. They're not. People are struggling to meet expectations. That's immeasurable. Right. And so you know when goals aren't being met and things like that. So you don't have to come to a leadership class if the person you're is managing is coaching their person, like how do we do this? How do we make this happen? Because some magic phrase or some magic, um, formula is not going to solve the problem if we're excusing it for them. Yes. Right. So this Leadership hustle episode is on accountability and basically self accountability. There are some things that we can do to help a person become more self accountable. But really if people can take their own response, can take responsibility for themselves and hold themselves accountable. Um, that's that's the key role model, right? So thanks for listening to this episode of The Leadership Hustle. Don't forget to subscribe so you never miss another episode.