 Client Stories - The Importance of Communication
A client, attempting to overhaul a policy manual for their town, tried to implement a new policy designed to focus on customer service needs while at the same time enhancing flexibility for employees to assist with work-life balance. Despite attempts to explain the policy to employees; the employees became disgruntled and applied to unionize the entire workforce. With a union contract now firmly in place the new policy was never adopted - a lose-lose scenario. After attending an IHHP program the client wrote this comment:
"So what have I learned....
When I thought that I was communicating with the workers, I was in fact standing on my side of the bridge. No matter how many times or ways, I told them about the INTENT of the policy, there was an emotional reaction on the other side about the IMPACT. While I offered to meet with staff, I didn`t go to the other side of the bridge in order to have the difficult conversation.
The saddest part of all is that the new [policy] was specifically designed in response to the personal IMPACTS shared by the employees in the very Division that voted to unionize... I had tried to address all of [their] personal concerns... but what I didn't factor in was how the workers might react to the financial IMPACT as these "new and improved" working conditions resulted in less overtime.
It is a hard lesson learned and one that will have long term consequences...."
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JP's Corner cont'
There is clearly more to holding people to account but this is a start. A great place to learn more and get better at this difficult task is our Three Conversations of Leadership program. We have had absolutely rave reviews about the program. Clients have told us it has changed the quality of conversations people are having in their organization and acted to create closer relationships. When you start to use some of these simple but powerful principles in holding people accountable, you start to create a culture where people are inspired to take ownership and be held accountable because they feel engaged, not coerced. Good luck!
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"The Leadership Re-Wired program had an immediate impact on my students. Through learning the brain science behind emotion, my students were able to have meaningful conversations about accountability and responsibility concerning their own emotional well being. Teenagers are hungry for this kind of program. They want to gain knowledge and the tools necessary to handle life stressors. Leadership Rewired delivers it all!"
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JP's Corner: A Quick Leader's Tip
Holding people accountable is one of the more difficult challenges leaders face. We know our conversation will have an impact. We know there is the risk of upsetting the person we are holding to account. We know the conversation might lead the person to start to disengage. We also know we are being measured on results and we need our people to step up and be responsible for their choices.
Here are a couple of tips: start by asking them what you might have contributed to the task not being completed or the something that was missed. Maybe you had some contribution. To the degree that you are not afraid to take responsibility for what you might have contributed to the situation, you make it easier for them to take responsibility (though not always).
Second, don't make the mistake of focusing just on behaviors when holding them accountable. Research is clear that this approach is simply not enough. If they are consistently not getting something done, try to connect with their emotions. No, this doesn't require therapy or a discussion of their 'inner child', it does require, however, that you tune into their needs. Your peoplevoice, they want to feel valued and they want feedback to know where they stand. Try to get onto their 'side of the bridge' and attempt to understand if any of these are not being met and are having some impact on their behavior.
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| Bill's Side of the Bridge
 We're all human ...
A few weeks ago I presented after the CEO of a large company with over 14,000 employees. Most people would think a CEO of a company that size would be supremely confident and sure of themselves. After his session, he came over to me at the break and the first thing he said to me was "do you think I did ok?". He followed that up immediately with "I think I might have had my back to some of the people - was it ok?". Yes, even CEO's worry about how they are doing and need feedback. After all, CEO's are human too! |
The End For Now
Remember, IHHP is always interested in your comments and feedback. Send us your thoughts on leadership to inquiries@ihhp.com. We look forward to hearing from you. |
JP & Bill
Institute for Health and Human Potential
"The most difficult thing is the decision to act, the rest is merely tenacity. The fears are paper tigers. You can do anything you decide to do. You can act to change and control your life; and the procedure, the process is its own reward."
Amelia Earhart
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