Tag Archives: accountable

The Urgent Team

Posted on by
Reply

Allow me to set the scene. We are about to embark upon a major project that could make or break our company. There are a wide range of complexities involving this project and it will require a supreme effort from our entire team to successfully bring it all together. But there’s just one problem. Invariably someone on the team is not as responsive as necessary or doesn’t seem to possess the same sense of urgency as does everyone else. As a result the ball gets dropped and we fail. Alternatively, others on the team step in to pick up the slack which creates resentment and hard feelings. How do we effectively deal with this rogue team member that is at the center of all this?

There are a number of steps that can be taken to stack the deck in our favor when it comes to ensuring responsiveness and urgency. Step one is to develop clear written roles and accountabilities for each member of the team. Considerable thought should be given to this process so that a high level of precision in role definition can be attained. Being as comprehensive as possible in describing a role will produce clarity. Vague and generic verbiage muddles the picture and may lead to confusion later on. As team members we have overall roles and accountabilities. For major projects it’s a good idea to dive even deeper into a separate set of intentions for each of us relative to the specific matter at hand.

Step two involves gaining a commitment from each team member. One of the best ways to accomplish this is to hold a team meeting to reaffirm the vision for the project. For example, suppose we are developing a proposal to win a major piece of business. We assemble the team that will be creating and implementing the proposal and paint the picture of what it looks like when we win (vision). In the meeting we review team member roles and accountabilities and ask each person to make a verbal (and maybe even written) commitment to do their part in this endeavor. It’s critical that this commitment be made among those on the team and not just to the enterprise.

The third step is for the team leader(s) to make an assessment of the capabilities of each team member. The roles and accountabilities have already been established for each position that will participate in the project. Will the individuals who fill those positions be able to perform the tasks assigned to them? And do they have the tools and resources that are needed to prosecute their roles effectively? If it’s determined that a team member isn’t equipped for his or her role – i.e. skills, training or experience – then that person becomes the weak link in the chain. A decision must be made at the outset whether or not to replace that team member with someone else, or be prepared to provide greater than normal support for that individual.

Finally, team members should be encouraged to set their own deadlines so long as they are compatible with the overall project timeline. When a deadline is imposed by others, there’s always the opportunity for someone to claim it to be unrealistic. Accountability is first to one’s self and then to the team. Self-imposed deadlines are congruent with this approach to accountability. As team leaders it’s equally important for us to be aware of all deadlines and check with team members well in advance of them. Then if there’s a chance that a deadline will be missed we can muster additional resources or take other steps to make sure that the train still runs on time.

Instilling responsiveness and a sense of urgency within a team is a process. When we clearly define roles and accountabilities, obtain commitment, assess capabilities and resources, and work with team-member established deadlines, the process should put us in a position to win the prize we are seeking.

This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on Amazon.com in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.

The Handshake Heard Around the World

Posted on by
1

Recently we offered a managerial position to a prospective team member. All of the background screening was complete and he accepted the offer. We even had a firm starting date and appreciated the fact that he felt that he needed to give a two week notice to his current employer. A few days before his starting date he let us know that he wouldn’t be coming to work with us after all. It seems that his employer had offered him $12,000 more annually and he was going to stay put. There is so much wrong with this that I don’t know exactly where to start. Of course this isn’t the first time this has happened. And I know that other businesses have encountered the same thing.

From the prospective team member’s standpoint I have a real problem with this individual making a commitment and then reneging. Oh, I’ve heard all sorts of rationalization. “This is just the way of the world today.” Or, “You can’t really blame someone for wanting to simply take care of his family.” And, “This is classic Millennial behavior.” To all of this I say . . . hogwash. Strong relationships are built on commitment. It’s this way in a marriage, in a friendship, in business and certainly between an employer and an employee. Yet, some people see a potential job shift as a way to force their current employer to give them a raise – never mind that they’ve led their prospective employer down the primrose path.

Let’s look at the other side of the equation. By offering more money not to leave, the current employer is effectively saying to its employee, “We’ve been underpaying you all along and we knew it.” How does this reflect on the commitment of the employer? How is it that on one day an employee is worth what he has been paid all along, and the next day he’s suddenly worth $12,000 a year more? Why would the employee want to continue working for a company that does this?

One of our company’s five core values is Commitment. It’s definition – “We hold ourselves accountable and deliver on our promises.” Our rationale – “When we are fully committed, we are reliable and work diligently. Our commitment fosters dedication and loyalty.” We also wrap this core value with individual and organizational actions. From an individual perspective, “I take responsibility for my roles and accountabilities and strive to surpass expectations. I do what I say; I follow through and take ownership for my actions. I contribute constructive input for our company when requested or when needed.” From an organizational perspective, “Our leaders follow through and honor their commitments. Our leaders strive to make decisions keeping in mind the company, team members, customers and stakeholders. Our leaders are dedicated to supporting their team members so they can fulfill their commitments.”

In 1975, I interviewed for several jobs as I was about to graduate from college. I agreed to work for my current company and was immediately contacted by another prospective employer and offered a position that would have paid more. The thought never crossed my mind to even consider the offer because I had already made a commitment to my current firm. That was the way of the world in 1975. Sadly, as a society we’ve lost the meaning of the word Commitment.

For entrepreneurs trying to build a business, probably the most valuable resource we have is people. Without people, it’s virtually impossible to build an organization that provides a product or service to our customers. To attract and retain people we must demonstrate commitment in many forms. Our team members need to see that we are committed to making certain they are paid as promised. They need to know that we as leaders are committed to their well-being; to their growth and development, and to the long-term sustainability of our organizations. Perhaps by modeling commitment on our end, we can attract team members who will value this and become dedicated and loyal over the long haul.

I recommend that every entrepreneur adopt Commitment as a core value. By delivering on it each day, maybe it’s possible that the tide will turn and we can return to the day when our word is our bond.

You can also listen to a weekly audio podcast of my blog. What you hear will be different than what you read in this blog. Subscribe on iTunes or wherever you get your podcasts. You can also click on this link – Click here to listen to Audio Episode 102 – Sabotage?

This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on Amazon.com in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.