Success in your operation often boils down to one
characteristic. People on your team taking accountability of the results
achieved.
Unfortunately,
too many employees still relate to their jobs with an antiquated frame of
reference – a place to go for a specified amount of time to get paid for
performing a set of tasks. This mindset was sufficient when jobs consisted of
“pick this up, take it over there and put it in that box.” But today, nearly
every job requires employees to interact with internal or external customers
and make choices that have financial or reputation impact, and being oriented
around merely fulfilling tasks is wholly inadequate.
Consider
the example of a neighborhood service station I recently visited. After filling
my tank, I went to use the restroom. To my pleasant surprise, the facilities
were spotless, well-stocked and crisp smelling.
“I
take pride in my washrooms as they represent us,” said the attendant, after I
complimented him on their clean state.
“How
long have you owned the gas station?” I asked.
“I
just work here – I’m not the owner,” he said. “But I like it when customers are
very satisfied.”
Needless
to say, I have returned several times to that service station – even though the
prices are a little higher than others nearby.
This
interaction made me think about what drives that employee. I imagine the owner
asked him to be friendly to customers and keep the area clean. But he has taken
ownership in ways that go beyond merely following instructions. He has added
that magical ingredient, which provides a differential level of service and
customer experience.
Accountability
is a phenomenon that cannot be mandated – even saying “You are accountable for
this…” doesn't ensure someone feels ownership. Incentives, while helpful, can
backfire; people may stop chasing the objective when they have reached their
success threshold, or unproductive competition between employees can fester.
So
while accountability cannot be mandated, it can be cultivated. It begins
by hiring people who identify with your mission and desired team culture.
Secondly,
you need to ensure people understand that you are asking them to own outcomes,
not activities. You want the person who sweeps the floors
at your hair salon to take ownership for the floor being clean, not for the
activity of sweeping. If he finds a better way to ensure the floors are clean –
and does so in ways that improve client satisfaction and increase your bottom
line – that’s the real prize. You want people to stop paying attention to the
amount of time they spend doing things, and pay attention to the ultimate
outcome desired.
When
people are accountable, they stop watching the clock; they seek ways to make
improvements and take initiative to change what doesn't work. They ask for
opportunities to do and learn more so they can be successful at fulfilling their
purpose, which in the end gives a boost to yours.
--Josh
Leibner--