Which means, of course, that you need to hold your people accountable. There will come a day someone doesn't follow through, meet expectations, or deliver on a commitment.

Remember Rule #1: Behaviors that are rewarded are apt to be repeated.

And the Corollary for Rule #1: The best reward for "bad behavior" is to do nothing.

If you don't hold people accountable they'll quickly learn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary. Acc

Later that month, my manager hand delivered my expense reimbursement check, and a stern warning. I'd significantly exceeded the hotel per diem, and wasn't to do it again.

When I started to question her, the response was "You should have known it was above the range."

We both lost that day. I'm sure she had been called on the carpet for my lack of "accountability." I felt like I'd been set up.

The underlying problem is what I often hear labeled as a communication problem. When I probe, I hear some version of "everyone knows that" from managers, and employees complain they never know when the axe is going to fall.

Holding staff accountable is a crucial part of a manager's responsibility. But, any person, including you and me, can be held accountable only when:

We know what is expected of us. And, we believe we've agreed to the expectations.

As a manager, it's up to you to spell out the expectations. You need to let employees know, very explicitly, and in a way they can hear, what your expectations are.

Build on where they are right now. Don't start at the skill level or level of understanding you think anyone in that position SHOULD have, but what they DO have.

If you have any question that they may not be getting what you are saying, go back, and check for understanding.

Then go for commitment. Just because they understand doesn't mean they agree to do it.

Understand is, "I know what's expected." Agree is "Yes, I will do it."

Make sure the agreement is explicit.

Only then will you have both conditions for accountability.

It goes without saying you have the responsibility of being accountable yourself. At the management level, there are higher standards of accountability. No longer can you say I didn't know, or I didn't understand.

It's your watch. You're accountable for what's happening.

Which means, of course, that you need to hold your people accountable. There will come a day someone doesn't follow through, meet expectations, or deliver on a commitment.

Remember Rule #1: Behaviors that are rewarded are apt to be repeated.

And the Corollary for Rule #1: The best reward for "bad behavior" is to do nothing.

If you don't hold people accountable they'll quickly learn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary. Acc

We both lost that day. I'm sure she had been called on the carpet for my lack of "accountability." I felt like I'd been set up.

The underlying problem is what I often hear labeled as a communication problem. When I probe, I hear some version of "everyone knows that" from managers, and employees complain they never know when the axe is going to fall.

Holding staff accountable is a crucial part of a manager's responsibility. But, any person, including you and me, can be held accountable only when:

We know what is expected of us. And, we believe we've agreed to the expectations.

As a manager, it's up to you to spell out the expectations. You need to let employees know, very explicitly, and in a way they can hear, what your expectations are.

Build on where they are right now. Don't start at the skill level or level of understanding you think anyone in that position SHOULD have, but what they DO have.

If you have any question that they may not be getting what you are saying, go back, and check for understanding.

Then go for commitment. Just because they understand doesn't mean they agree to do it.

Understand is, "I know what's expected." Agree is "Yes, I will do it."

Make sure the agreement is explicit.

Only then will you have both conditions for accountability.

It goes without saying you have the responsibility of being accountable yourself. At the management level, there are higher standards of accountability. No longer can you say I didn't know, or I didn't understand.

It's your watch. You're accountable for what's happening.

Which means, of course, that you need to hold your people accountable. There will come a day someone doesn't follow through, meet expectations, or deliver on a commitment.

Remember Rule #1: Behaviors that are rewarded are apt to be repeated.

And the Corollary for Rule #1: The best reward for "bad behavior" is to do nothing.

If you don't hold people accountable they'll quickly learn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary. Acc

We know what is expected of us. And, we believe we've agreed to the expectations.

As a manager, it's up to you to spell out the expectations. You need to let employees know, very explicitly, and in a way they can hear, what your expectations are.

Build on where they are right now. Don't start at the skill level or level of understanding you think anyone in that position SHOULD have, but what they DO have.

If you have any question that they may not be getting what you are saying, go back, and check for understanding.

Then go for commitment. Just because they understand doesn't mean they agree to do it.

Understand is, "I know what's expected." Agree is "Yes, I will do it."

Make sure the agreement is explicit.

Only then will you have both conditions for accountability.

It goes without saying you have the responsibility of being accountable yourself. At the management level, there are higher standards of accountability. No longer can you say I didn't know, or I didn't understand.

It's your watch. You're accountable for what's happening.

Which means, of course, that you need to hold your people accountable. There will come a day someone doesn't follow through, meet expectations, or deliver on a commitment.

Remember Rule #1: Behaviors that are rewarded are apt to be repeated.

And the Corollary for Rule #1: The best reward for "bad behavior" is to do nothing.

If you don't hold people accountable they'll quickly learn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary. Acc

Then go for commitment. Just because they understand doesn't mean they agree to do it.

Understand is, "I know what's expected." Agree is "Yes, I will do it."

Make sure the agreement is explicit.

Only then will you have both conditions for accountability.

It goes without saying you have the responsibility of being accountable yourself. At the management level, there are higher standards of accountability. No longer can you say I didn't know, or I didn't understand.

It's your watch. You're accountable for what's happening.

Which means, of course, that you need to hold your people accountable. There will come a day someone doesn't follow through, meet expectations, or deliver on a commitment.

Remember Rule #1: Behaviors that are rewarded are apt to be repeated.

And the Corollary for Rule #1: The best reward for "bad behavior" is to do nothing.

If you don't hold people accountable they'll quickly learn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary. Acc

Which means, of course, that you need to hold your people accountable. There will come a day someone doesn't follow through, meet expectations, or deliver on a commitment.

Remember Rule #1: Behaviors that are rewarded are apt to be repeated.

And the Corollary for Rule #1: The best reward for "bad behavior" is to do nothing.

If you don't hold people accountable they'll quickly learn a lesson you don't want to teach: You don't really mean what you say. They can do what they want, or think necessary. Accountability One of my worst moments in a new job, the one where I realized I wasn't in Kansas anymore, came after my first business trip to the other coast. The admin who had made my travel arrangements asked which hotel I wanted to stay in. Of the two choices, one was 2 blocks from the site, the other was across town. Blithely, I chose the closer hotel.

Later that month, my manager hand delivered my expense reimbursement check, and a stern warning. I'd significantly exceeded the hotel per diem, and wasn't to do it again.

When I started to question her, the response was "You should have known it was above the range."

We both lost that day. I'm sure she had been called on the carpet for my lack of "accountability." I felt like I'd been set up.

The underlying problem is what I often hear labeled as a communication problem. When I probe, I hear some version of "everyone knows that" from managers, and employees complain they never know when the axe is going to fall.

Holding staff accountable is a crucial part of a manager's responsibility. But, any person, including you and me, can be held accountable only when:

We know what is expected of us. And, we believe we've agreed to the expectations.

As a manager, it's up to you to spell out the expectations. You need to let employees know, very explicitly, and in a way they can hear, what your expectations are.

Build on where they are right now. Don't start at the skill level or level of understanding you think anyone in that position SHOULD have, but what they DO have.

If you have any question that they may not be getting what you are saying, go back, and check for understanding.

Then go for commitment. Just because they understand doesn't mean they agree to do it.

Understand is, "I know what's expected." Agree is "Yes, I will do it."

Make sure the agreement is explicit.

Only then will you have both conditions for accountability.

It goes without saying you have the responsibility of being accountable yourself. At the management level, there are higher standards of accountability. No longer can you say I didn't know, or I didn't understand.

It's your watch. You're accountable for what