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Holding employees accountable while maintaining positive momentum can be a delicate balancing act for leaders. When an employee fails to meet clear, stated expectations, it's essential to address the issue promptly and constructively to ensure accountability without stifling morale or progress.
Leaders must find effective strategies to not only hold employees accountable for their actions, but also create a supportive environment that encourages continuous improvement. Here, Forbes Coaches Council members explore some of the best ways to achieve this balance and drive positive outcomes for both employees and the organization as a whole.
1. Listen To The Employee's Motivations
Leaders can ask, "How do you envision your contribution to this organization evolving over time?" The question conveys both confidence and an expectation that the individual will evolve and grow. But it also allows the leader to listen to their employee's performance standards and motivations. Understanding these perspectives is a critical anchor for calibration and expectation-setting. - Matt Paese, DDI
2. Identify The Root Causes
To hold an employee accountable while fostering growth, discuss the shortfall empathetically and identify root causes together. The next step is to co-create a realistic action plan with clear and attainable milestones. Then, the last step is to schedule regular supportive check-ins to monitor progress and adjust as needed. - Tammy Homegardner, Linked Into Jobs
3. Ask Critical Questions
Curiosity is key! Most people aren't trying to underperform, so instead of simply repeating expectations, ask critical questions (for example, “What's keeping you from accomplishing...?”) and be open to the response. Remember that your feelings of disappointment, frustration and even resentment are also a part of this process, so managing your reactions is as much a part of success as the other person opening up. - Rachael Bosch, Fringe Professional Development
4. Create Robust Systems
"You do not rise to the level of your goals. You fall to the level of your systems." Author James Clear's quote emphasizes that unmet expectations often arise from human or system errors. As everyone makes mistakes, create robust systems to support accountability. Forward-thinking systems may include practices like thorough note-taking, clarifying expectations, documenting timelines and automating reminders. - Love Odih Kumuyi, UNSILOED
5. Give Feedback Early And Regularly
Set clear-cut metric targets to ensure success and hold an employee accountable at the beginning of a project. Meet regularly with the employee to see where progress is being made. If there’s not sufficient advancement, together determine what needs to be done. When engaging the employee with defined target goals, a leader’s most significant mistake is waiting too long to give feedback. - Rick Itzkowich, Vistage Worldwide, Inc.
6. Assume The Best
Assume the best and ask for the employee's feedback. So many accountability discussions become combative because the employee is trying but needs help. Perspective is an important consideration. Shift the conversation by asking the employee what you can do to help them achieve their expectations. Employees who feel supported have more buy-in, creating the accountability leaders seek. - Krystal Yates, EBR HR Experts
7. Leverage Frequent Check-Ins
Employees at all levels of experience or expertise can interpret expectations differently. One-on-one conversations in the first stages of employment are essential to define how the employee interprets accountability and their personal responsibilities. Frequent check-ins and gentle reminders will play a role in meeting deadlines. Employees are motivated to earn and gain acknowledgment and recognition. - J.K. Dickinson, J.K. Dickinson - Consultant
8. Align Agreements
Don't have expectations! Seriously. If a leader has the expectation and it's not met, whose problem is it? Instead, align agreements. This is a subtle but profound nuance. With agreements, all stakeholders can align on what is required by when. When a result is missed, then a conversation can correct it. Leaders should also take a look in the mirror first. How are they being accountable? - David Yudis, Potential Selves
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9. Be Objective And Precise
Ongoing feedback is key to mitigating undesirable performance or behavior. Being objective and precise while sharing feedback can help the team listen to your comments and observations and help them improve and adjust their behavior accordingly. - Abdulaziz Al-Roomi, Global Legacy Management Consulting & Training
10. Pair An Employee With A Mentor
You can conduct a growth session to tackle accountability positively. Recognize the gap, then co-create solutions for improvement. After the session, follow up with regular check-ins and provide ongoing support to ensure sustained momentum. You can also pair the employee with a star performer in a mentorship initiative to turbocharge skills and ignite a fresh wave of progress. - Alla Adam, Alla Adam Coaching
11. Offer Direction And Support As Needed
Revisit the expectations (including clear rewards and consequences for performance), ask them what is getting in their way of performing, offer direction and support as necessary and ask the employee to inform you of their progress in an agreed-upon time frame. Provide timely, specific feedback and get out of their way. - Karen Tracy, Dr. Karen A Tracy, LLC
12. Give Constructive Feedback With Measurable Goals
To hold an employee accountable, offer constructive feedback pinpointing specific areas for improvement with measurable goals, deadlines and support. It's not sufficient to discuss the unmet expectations and their impact. Go further by collaboratively devising actionable steps for improvement, clarifying exactly what to do and how to make the changes. - Sheila Goldgrab, Goldgrab Leadership Coaching
13. Communicate On The Employee's Level
Most often, leaders communicate from their own perspective—which can be too high level—and naturally assume others know the expectations, or they sugarcoat details so much that the expectations are missed altogether. First, make sure the employee actually understands the expectations. Second, ask if there is anything they need to successfully accomplish the task. Third, follow up and continue to serve your employee. - Christie Garcia, Mindful Choice, LLC
14. Create A Written Plan Of Action
Create a written plan of action that is completely consistent with everyone else's, and make it the standard you use across the board. Ensure you have C-suite and HR approval on it, without a doubt. Making it verbal only will often ensure you lose the essential details and that it will seem arbitrary to the person, even if you think you imparted what they should do and have made it crystal clear. You probably have not. - John M. O'Connor, Career Pro Inc.
15. Display Empathy While Communicating Standards
Put empathy before information. It’s possible to demonstrate empathy and hold someone accountable at the same time. Empathy makes the person feel seen and understood. When this happens, they listen deeper. Next, talk about the standards and what you both need from each other moving forward. You are renegotiating the relationship with clarity so everyone has a better experience moving forward. - Justin Patton, The Trust Architect Group
16. Let The Employee Set Proper Expectations
Ask the question, "What is the best way for an employee to feel accountable for their actions and outcomes?" If you set the expectations, they're your expectations; ask the employee to define the outcomes they are striving for. If they are not ambitious enough, this is a coaching moment. If they are too ambitious, this is also a coaching moment. We achieve what we own, not what others impose on us. - Mark Savinson, Strategy to Revenue
17. Create A Shared Understanding Of Accountability
Ensure a shared understanding of accountability. So many organizations talk about an accountability problem but don't define it in behavioral terms. "Contracting" between the employee and leader prior to work being done is critical for having positive momentum after the accountability discussion. Ideally, the employee "owns" what they contract to, so everyone can learn and move on. - Evan Roth, Roth Consultancy International, LLC
18. Use Coaching To Uncover Challenges
Coaching as a tool is the best way to manage a gap in expectations versus performance. Asking an employee how they thought they performed against stated expectations, what challenges got in the way and what they can do differently going forward can uncover many issues (including a potential lack of accountability). Also, ask what support they need to be successful and help them implement it. - Jessica Fox, Clear Path Executive Coaching
