Skip to main content

Author: Dr. Jim Sellner, PhD., DipC.

Account-Ability is a Team Sport

Why don’t people listen to you? Why don’t they do what you ask them do?

Answer: You’re not holding them to be account-able.

So what is a manager to do?

First, yo have got to actually describe the behaviours that a person is doing. 

“Frank, I noticed that you did not get that report done today?”

This description is a must so that Frank knows exactly how he is falling short.

Second, leave time for Frank to respond. Zip the lip. Listen to what he has to say. He may have a good reason, He may make a not-so-good excuse. He may try to make it your problem.

Your next action should be based on Franks response.

Point out the goal to him. 

 “Frank, your goal is to have that report done on time.” 

Which then leads to to your next challenge…  Get Frank to come up with his own workable solution to the problem.

“Frank, what are you going to do differently to get your report in on time?”

Wait for his response because he who speaks first has the monkey on his back. And that monkey is heavy, smells bad and will wear you out.

Note: The number one mistake that most managers make is not waiting until the person they are confronting, speaks.

When Frank comes up with a solution you must get him to write it down, date it and give a copy to you.

Note: Mistake number two is the manager does not have the employee write down and sign their thought up solution.

Result – When the direct report fails to perform as expected this usually ensues an argument about who agreed to what. Very frustrating.

Ok so let’s say Frank does not come up with a solution or the solution is not acceptable to the manager.

The manager lets Frank know that it is not workable, and then outlines a solution that the manager wants. Sometimes people simply don’t know what to do when confronted about a problem.

Then the manager asks the Frank to repeat back what he understood. When the manager is assured that the direct report “got it”, the manager asks the employee to write it down, date it and give a copy to the manager.

I can hear it now, managers are whining about “this will take too much time”, “this is going into too much detail!”

Think about it. 

How much time do you waste by not doing these steps then having stupid arguments over who said what or did not do what?

Are people listening to you and following through on required actions?

Account-ability is a managers job one – should you, of course, choose to take the assignment.

Don’t forget to leave your comments below.

The Video Test

videotest march13The Video Test is about . . .

Separating out what people are saying, or think they are doing, from what they are actually doing so you can help them improve their behaviours.

When I was being trained to facilitate groups I was often asked to conduct an experience with a group under the watchful eyes of my mentors. Following the session we would meet together to debrief, with honest feedback, about what I had done and how I had done it. They would say, “We saw you being aggressive and interrupting people.” (A set of behaviours that I get into when I am nervous and unsure of myself.) In the beginning I responded defensively with, “I didn’t do that!” The sessions were always video-taped.

“Play the tape!” they would say.

And there I was exposed and embarrassed about what I had done. It was a most useful, difficult, learning experience for me learning how to remove my “blind spots.”

Managers are often guilty of (a) judging people on their “attitudes” rather than their behaviours; or (b) relying on what people say they are going to do, then being disappointed when “the say” and “the do” don’t match; or (c) not actually seeing what their direct report is doing, or not doing, because of some pre-judgement.

Here’s how to use “The Video Test.”

You imagine you are video recording the activities of people, then playing back only what you see and hear.

When you are using “The Video Test”, you stop, look, and watch what the person is doing. 

Then you describe the behaviours to the person.

“I notice that you were 25 minutes late for work today.”


“When the customer got angry, you stopped and listened to him. He then calmed right down.”

Why do this?

Because with “The Video Test”, people’s behaviours can be . . .

  • observed, 
  • recorded,
  • slowed down, and
  • analysed . . .

so their behaviours can be improved, duplicated or stopped.

“The Video Test” eliminates a lot of emotional turbulence when you are giving and receiving feedback.

“The Video Test” also sets the scene for giving the person “feedforward.”

“Feedforward”, a term coined by Marshall Goldsmith, is very clearly pointing out to the person, very specific behaviours that will result in that person becoming more effective. 

You can only give useful “feedforward” if you have first described the behaviours you want the person to improve on, duplicate or stop. 

And most importantly “The Video Test” affords you the opportunity to figure out how can you best connect with the person.

Because if you Stop, Look & Listen people will tell us exactly what they need.

“The Video Test” reduces the emotional charge when dealing with performance problems and difficult conversations because people are usually more open to hearing a behaviour described than a judgement proclaimed.

Pretty simple. 

Very powerful.

And because we all live in the room for improvement.

Don’t forget to leave your comments below.