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Creating a Culture of Ownership through Painless Performance
Conversations
Painless Performance Conversations Webinar Series
Presented by:
By Marnie Green, IPMA-CP, Principal Consultant
A BLM webinar series based on
the new book
About Me
Principal Consultant, Management Education
Group, Inc.
Supporter of public sector supervisors, managers, and HR leaders who are charged
with developing strong workplaces
Our Plan for Today
Why Don’t we Hold Employee’s
Accountable?
Creating a Culture of Ownership
Accountability vs. Ownership
What is Accountability?
The Conversation
Hook
Starting the Ownership Conversation
Critical Mindsets for Painless Performance Conversations
LEAD with Behavior
ELIMINATE Judgment
INQUIRE with Purpose
BE Clear
Next to human connectivity, accountability is the single most
powerful, most desired yet least understood characteristic of
a successful environment.
--Susan Scott
Think of a time when an employee needed to be held accountable.
What was the situation?
What did “accountable” meanto you?
“Emotion is the moment when steel meets flint and a spark is struck forth, for emotion is the chief source of consciousness. There is no change from darkness to light or from inertia to movement without emotion. -- Carl Jung
Emotion
Your Role = Catalyst
Help others take responsibility, rather than taking it on yourself
Help others see the impact of the situation
Be the spark that ignites movement in others
Five Reasons We Don’t Hold Others Accountable
Fear of offending or jeopardizing the relationship
Feeling we have a lack of time to follow up
Lack of faith that the effort will make a difference
Fear of exposing our own failures
Fear of retaliation
What is Accountability?
Webster’s definition:
“subject to having to report, explain, or justify; being answerable, responsible”
Tone: Blame
Outcome: Defensiveness, Excuses, Finger pointing
The Rub
“Accountability is one of the
“worst” best practices in
business today.”
The Cost of Accountability
BLAME
LOSS
DEFENSIVENESS
FAULT
FEAR
Painless Perspective
Focus on what you can control: the future. Let go of what you can’t; the past.
Ownership
Webster’s definition:
“A personal choice to rise above one’s circumstances and demonstrate the conviction necessary for achieving desired results.”
Tone: Productive
Outcome: Commitment, problem-solving, follow-up
Painless Perspective
Foster ownership, rather than demand accountability.
The Alternative: Create a Culture of Ownership
From Accountability Externalizing
Blaming Others
Doing the Job
Working in Silos
Telling Others What to Do
To Ownership Internalizing the Need to
Change Owning Responsibility
Achieving the Result
Collaborating
Engaging Hearts & Minds
Begin with Your Own Perspective
The Fallacy – assuming something is wrong with them
The Assumption – people do their very best to fulfill your expectations
The Truth – embracing the idea that you contribute to the problem
Tips for Creating a Culture of Ownership
Enlist employee participation in annual goal setting Share big picture organizational goals Conduct annual “stay” interviews Give employees space to do their own projects Communicate expectations and check in often Give frequent feedback and feedforward Give timely input when expectations aren’t being met Ask employees for recommendations Share customer feedback with employees
Starting Ownership Conversations
“Tell me about it.”
Tell Me About It Examples
“Mia, I’ve noticed you have a number of reports on your desk that
should have been finished and turned in at least a week ago.
Tell me about it.”
Tell Me About It Examples
“Mike, I noticed you and your crew seem to be at odds lately.
Tell me about it.”
Tell Me About It Examples
“Marcelo, during the staff meeting I noticed that you seemed unhappy with
the direction the work unit is going. You rolled your eyes and seemed to have an opinion that you didn’t share when we
talked about the restructuring. Tell me about it.”
Beware of Reverse Delegation
“I don’t know what you want. You tell me.”
“You have so much more experience at this than I do.”
“You always do a better job at this than I do.”
Don’t Get Hooked!
The Conversation Hook
Often, we let employees “off the hook” and contribute to an environment that lacks
ownership of the work.
Off the Hook
Manager to Employee:
“It sounds like you and John are having conflicts. I will talk with him and tell him that he needs to cooperate with you.”
or
“If you are having conflicts with John, you should tell him that you need his assistance to get the job completed and that he should tell you if he’s not getting what he needs.”
Clear Ownership
Manager to Employee:
“What steps can you take to resolve the conflict you are having with John?”
or
“I know you can resolve this issue with John. What options have you considered?”
Painless Perspective
Employees must own the problem before they can own the solution.
Off the Hook
Manager to Employee:
“You’re right. This is a confusing process. Let me show you how to do the data collection because that’s the hardest part.”
or
“This can be tough. Ask John to help you with the data collection.”
Clear Ownership
Manager to Employee:
“This is a confusing process to learn. What do you need to better understand it?”
or
“This is a tough project. What do you need to get it completed on time?”
Now You Try
Manager to Employee:
“It looks like you are busy planning the graduation event. Don’t forget to order the certificates, confirm the room set-up, and check with Dolores on the budget.”
Instead say…
Clear Ownership
Manager to Employee:
“I see you are busy planning the graduation event. What help do you need from me?”
or
“The graduation event is a complicated project. What challenges are you facing?”
Now You Try
Manager to Employee:
“There are so many viewpoints to consider. Based on my experience, I’d call Joan and Ben. They are really the most important people in this case.”
or
“Let me tell you who you need to contact in this situation.”
Clear Ownership
Manager to Employee:
“Have you considered who else needs to be involved in this project?”
or
“Whose input will be important to getting this done correctly?”
Now You Try
Manager to Employee:
“Initiating a conversation with Susan on this topic could be touchy. Would you like me to do it for you?”
or
“Susan can be difficult to work with. Why don’t I take care of talking with her?”
Clear Ownership
Manager to Employee:
“Discussing this with Susan will be challenging. What do you need to do to prepare for that meeting?”
or
“Tell me a little about how you see your meeting with Susan going.”
Painless Perspective
You can’t “hold employees accountable” and expect to create an environment
of trust and loyalty.
Instead, create an accountability culture.
Questions and Conversations
Next Webinar Opportunity
September 4, 2013
Conducting a Painless Performance Conversation
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