They should do it.<\/li>\n<\/ul>\nWhen they didn\u2019t meet these expectations, I became frustrated. (There are a lot of \u201cshould\u2019s\u201d in my beliefs!)<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.13.1″ background_color=”#f7f7f4″ custom_padding=”0px||0px|”][et_pb_row make_fullwidth=”on” custom_width_px=”680px” use_custom_gutter=”on” gutter_width=”1″ custom_padding=”0px||0px|” make_equal=”on” column_padding_mobile=”on” background_color_2=”#efefe9″ parallax_method_1=”off” parallax_method_2=”off” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”2_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2019\/01\/chaos2.jpg” show_bottom_space=”off” force_fullwidth=”on” _builder_version=”3.18.1″ animation_direction=”off” animation=”off”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”3.0.47″ column_padding_mobile=”on” background_color=”#efefe9″ parallax=”off” parallax_method=”off”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2019\/01\/chaos3.jpg” show_bottom_space=”off” force_fullwidth=”on” _builder_version=”3.18.1″ animation_direction=”off” animation=”off”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”3.18.1″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_font_size_last_edited=”on|phone” text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20%|10%||10%” custom_margin_tablet=”|10%||10%” custom_margin_last_edited=”on|desktop”]<\/p>\n
Over time, your staff will learn that when you say something, you mean it, and you will hold them accountable for their agreements.<\/span><\/p>\n[\/et_pb_text][et_pb_text _builder_version=”3.0.47″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_last_edited=”on|tablet”] CHRIS EDMONDS [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.0.47″ custom_padding=”0px||0px|”][et_pb_row use_custom_width=”on” custom_width_px=”1200px” use_custom_gutter=”on” gutter_width=”4″ custom_padding=”20px||0px|” custom_padding_tablet=”0px|||” column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” parallax_method_1=”off” parallax_method_2=”off” parallax_method_3=”off” parallax_method_4=”off” admin_label=”row” _builder_version=”3.0.47″ background_size=”initial” background_position=”top_left” background_repeat=”repeat”][et_pb_column type=”4_4″ _builder_version=”3.0.47″ column_padding_mobile=”on” parallax=”off” parallax_method=”off”][et_pb_text _builder_version=”3.18.1″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_font_size_last_edited=”on|tablet” text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”60px||0px|” custom_margin_tablet=”40px||0px|” custom_margin_last_edited=”on|tablet”]<\/p>\n
Unless you proactively praise those who demonstrate desired valued behaviors (positive consequences) and coach\/redirect those who do not demonstrate desired valued behaviors (negative consequences), the standard you set is not real. If the standards you set are not real, then your team members cannot trust your word, your feedback, your coaching, or your direction. The result? Chaos.<\/p>\n
One of my best bosses, Jerry Nutter, helped me learn that accountability is really not that complicated. Jerry taught me that holding people accountable involves three steps, all of which are the leader\u2019s responsibility.<\/p>\n
Three Steps<\/h4>\n\n- Clear Expectations:<\/strong> Ken Blanchard says that all good performance starts with clear goals. Describe the outcome in specific terms: \u201cYour goal is to reduce waste on your team\u2019s shift by 10% by the end of the month.\u201d Formalize the expectation in writing (hard copy or electronic, whichever works for you and your team members). This step isn\u2019t finished until you gain agreement by the responsible player to meet or exceed the expectation.<\/li>\n
- Proactive Observation:<\/strong> Seek information about your team member\u2019s performance on that expectation. Take time to watch your team member working on the goal or task. Create feedback channels so that the team member\u2019s key internal and\/or external customers can provide you with their perceptions about the goal or task delivery (or progress). Gather and review these data points so you will be confident of the team member\u2019s performance on that expectation.<\/li>\n
- Consequence Management:<\/strong> Apply the appropriate consequences. If they are doing what they committed to do, praise, encourage and reward the team member. If they are not doing what they committed to, engage them in a conversation to understand why progress has not been made. If you learn that it is an ability problem (i.e. circumstances have gotten in the way of their performance on this goal or task or they do not have the skills to complete the task), you may have to renegotiate the deadline, provide training, etc. If you learn it is a motivation problem, coaching, redirection, or even a reprimand will help them learn that you\u2019re watching and you require they deliver on their commitment.<\/li>\n<\/ul>\n
In most organizations, leaders, and employees alike believe they are not praised or encouraged regularly. There are a lot of good things that employees do every day \u2013 be sure to praise and encourage legitimate progress towards goal accomplishment. If you are seen as a leader that praises and encourages regularly \u2013 as well as coaches and redirects when that\u2019s needed \u2013 you will go a long ways towards creating mutual trust and respect.<\/p>\n
If you struggle with holding staff members accountable, try this approach. Give it time and stay committed to this accountability strategy. Over time, your staff will learn that when you say something, you mean it, and you will hold them accountable for their agreements. Your employees will be more satisfied, your customers will receive higher quality products and services from your team, and you will not \u201cshould\u201d yourself to an early grave!<\/p>\n
How well are consequences managed (proactively) in your organization? Do people keep their promises and honor their commitments without consequence management in your company?<\/p>\n
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[\/et_pb_cta][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"
As a leader, your credibility is maintained, day by day, when you do what you say you will do. For example, if you announce that, from this point forward, every team member will be expected to demonstrate our team\u2019s valued behaviors, you have set a standard. Educating team members about desired valued behaviors is important, but, without accountability, those valued behaviors are just one more set of expectations that your employees can ignore.<\/p>\n","protected":false},"author":2957,"featured_media":33628,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[17,32],"tags":[41,49,8],"class_list":["post-33627","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-education","category-on-the-job","tag-career-advice-2","tag-career-strategies","tag-leadership"],"acf":[],"yoast_head":"\n
Without Consequences, Chaos is Inevitable - Careers in Government<\/title>\n<meta name=\"description\" content=\"Without consequence management, you are not leading. You are creating chaos.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/career-advice\/on-the-job\/without-consequences-chaos-is-inevitable\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Without Consequences, Chaos is Inevitable - Careers in Government\" \/>\n<meta property=\"og:description\" content=\"Without consequence management, you are not leading. 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