LEADERSHIP: THERE'RE ALWAYS CONSEQUENCES

Published: 2007-04-10   please add a comment below

Come year end, how will you judge your own performance? And, that of your team members? Does everyone have clear and measurable goals? More importantly, are they taken seriously? And, if I fall short, are there real consequences?

High- and low-performing organisations often show surprising similarity in the clarity of their targets and the performance data they gather. However, the big differentiator is the level and intensity of the accountabilities and consequences.

How does your organisation rank? Is it a serious player? What have you done to strengthen its credentials? As the leader, are you willing to take action when individuals or the team fall short? And, what form do the consequences take?

Here are some ideas I've seen successfully employed across my years of consulting to high-performing organisations. Agree all goals up front so they become contracts. Measure and review progress regularly throughout the year, so people have the chance to correct. Set an example in shouldering responsibilities yourself: overstate your share of problems; and, understate your share of any credit. Encourage constructive peer pressure. Don't create destructive rivalry but fun competition. Above all, ensure there are meaningful consequences.

What might these be? The list is endless - and can range from something as simple as visible sharing of results (and consequent desire not to be bottom of the league) to the extreme of warnings and possible loss of bonus, seniority or employment. The key is ensuring everyone understands and owns their accountabilities.

This may sound tough. However, if you fail to create personal consequences, you inadvertently create a different type. The organisation begins to slip.

Start by making yourself accountable!

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®