workplace competencies Diagram 2
realignment of tasks, resources etc can be made as appropriate. l Identify and learn from your own mistakes and encourage this from others. This promotes a no-blame culture and encourages a climate of accountability within your team. l Assess your own performance as a basis for identifying potential improvements. Again, this will send a clear message to others of a supportive and open environment to achieve goals. l Act to clarify potential overlaps/conflicts of responsibility. l Have conversations with individuals who do not appear to be delivering, so that support and plans can be put in place in the first instance. l Support individuals by conducting development discussions to review objectives/goals on a regular basis to encourage individual performance.
clear what your deliverables are and can you do what you say you will do? The next stage of objective setting is to look at making your SMART objectives ‘SMARTER’ – see Diagram 2. Setting SMARTER objectives takes this to the next level, where you are then driving your organisation forward by demonstrating your aspirations – not only personally, but also for your company. At the same time, this also encourages you to explore your appetite to achieve those goals. How motivated are you for success? What does this reward look like for you?
The need to measure success With SMARTER objectives in place, the opportunity to assess one’s own performance can be a much more targeted and less painful process. When setting your objectives/goals, if you have asked yourself the question “how will I measure my performance/success in twelve months’ time?” you should find yourself with a clear indication or targets on how to then assess your performance. The additional aspect to remember here though is how you have demonstrated this i.e. your behaviours. If you are a manager, this is an area where you really can, and should, be a role model to others.
Error
Please note the title to the second of the two tables on page 13 of the March issue of PayrollProfessional should have read ‘Promotes new ideas/methods’ and not ‘Open to change and innovation’. The Editor apologises for this discrepancy. (Is this an example of responsibility and accountability at work?)
PayrollProfessional 13
l Are you proactive? Do you support the culture where you make things happen? l Do you monitor your progress against your objectives/goals? If so, does this happen often enough? What impact could/ does this have on your team? l Are you meeting the quality and standards you would expect? Ask yourself the ‘ownership’ and ‘willingness’ questions. l Do you create records/audit trails when needed? l How do you challenge yourself to raise your performance?
Top tips What can I do to further enhance my skills in this area?
Ask yourself and encourage members of your team to think about what ‘accountability’ means to them. A valuable development discussion (when handled in a supportive and non-accusatory manner) can support people to achieve personal success and goals in an empowering environment: l Invite feedback. Regular checks with others supports communication and planning. This can support you, your team, department etc to have clear accountabilities. l Feedback as early as possible if agreed deadlines are unlikely to be met so that a
Pitfalls What behaviours can detract from our performance in this area? l Demonstrating an ‘it will do’ attitude. l Not clarifying your own role, objectives and priorities. l Agreeing to do something and then not doing it. l Not meeting objectives/goals. l Being passive – waiting for others to act. l Accepting poor standards. l Not taking ownership for personal and professional development. l Setting unrealistic objectives/goals.
PP Further resources
Listed below are the titles of publications that can make for great reading if you want to further your knowledge, techniques and skills. l Culture without accountability – what’s the fix?, Julie Miller and Brian Bedford l The Oz principle: getting results through individual and organizational accountability, Connors, Smith and Hickman l Self leadership and the one minute manager: discover the magic of no excuses!, Blanchard, Fowler and Hawkins.
Next month: Ros focuses on leadership.
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