Cultivating Employee Accountability in the Workplace: A Webinar for Managers, Supervisors and Those Who Aspire to Be One

A recent HRDive study of managers found that “82% of respondents admitted that they have “limited to no” ability to hold others accountable successfully.

On the other hand, 91% of respondents said they would rank ‘improving the ability to hold others accountable in an effective way’ as one of the top leadership development needs of their organization.”

Larry approaches the issue of accountability from three perspectives:

• Creating a POSITIVE environment where everyone WANTS to do their very best. This means being the kind of manager/leader for whom people WANT to perform. Larry will share tips on how to be that kind of manager.
• Clarifying expectations so everyone knows what represents success. Research has shown that when managers complain about employees not behaving accountably, a major cause can often be traced to the failure to adequately communicate expectations around accountability. When people have a different perception than you as to what is expected, their outcomes will very likely disappoint you.
• Applying the rules of operant conditioning to ensure that accountable behavior is rewarded and non-accountable behavior is discouraged.
• Using the principles of Graduated Empowerment so those delegated to will choose to demonstrate individual initiative to resolve problems and achieve goals.
• Correcting those who insist on not taking responsibility. Larry will share his Conversational Roadmap to help managers turn this trend around.

• Apply three techniques for instilling a sense of job ownership in employees.
• Use a formula for determining if an employee’s non-performance is a “can’t do” or a “won’t do” problem
• Implement five strategies for changing the culture to be more accountable.
• How to use public accountability in a positive way.
• Apply an approach to giving feedback that changes behavior and gets results.
• Keep employees from shifting their work back onto you.
• Be aware of a key indicator that tells you when to let an employee go.

• “It’s not my fault.”
• “It’s not my job.”
• “I didn’t know I was supposed to do that.”
• “The shipment was delayed.”
• “The printer ran out of ink.”

• Do some of your employees see what needs to be done and take responsibility to do it while others either don’t see it or do see it and choose not to act?
• Do some of your employees accept blame for their mistakes while others always try to blame others?
• Do some employees learn from their mistakes and improve, while others seem to never learn?
• Do some employees seem to be grateful for having the opportunity to work for you while others act like it’s an entitlement?
• Do you sometimes feel more like the parent of petulant children than the manager of responsible adults?
• Would you like your employees to accept responsibility for improving things and stop whining about what can’t be changed?

• Three critical aspects of expectations.
• Strategies for establishing a culture of accountability on your team.
• How to minimize whining, excuse-making, and other disagreeable responses.
• Can’t Do vs Won’t Do” - Applying the “Million Dollar Litmus Test”
• Rules for giving effective feedback
• Conversational Roadmap for conducting accountability discussions

• Anyone who works with anyone they consider difficult