Workplace Gold Ch. 11 Accountability Flashcards
(Blank) matters because it shows that your expectations are important.
Accountability
(Blank) matters because it shows that your employee’s competent work matters, and that mediocre or unacceptable work and behavior will not be tolerated.
Accountability
(Blank) supervisors, for example, at times, use accountability to demean or embarrass employees. Those supervisors who try to protect their subordinates, by failing to hold anyone accountable, also hurt morale and performance.
Command-and-control
Command-and-control supervisors, for example, at times, use accountability to demean or embarrass employees.
Those supervisors who try to protect their subordinates, by failing to hold anyone accountable, also hurt: (2)
morale and performance.
(Blank) rarely trust or respect supervisors who allow troublesome, incompetent, or lazy employees to continue seemingly unnoticed.
Competent employees
(Blank) want their capable work recognized and want unacceptable performance appropriately managed.
Talented employees
This process dictates consequences for certain behaviors:
Discipline.
Accountability, in and of itself, is not discipline.
True or false:
Discipline is not required every time an employee makes a mistake or cannot meet a supervisor’s expectation. There is a time and a place for discipline.
True.
True or false:
Most encounters between a supervisor and a subordinate who needs correction or improvement do not require discipline.
True.
This process dictates consequences for certain behaviors:
Punishment.
Like discipline, there is a time and place for punishment, including:
termination.
Like discipline, there is a time and place for punishment, including termination. But in many cases (blank) used appropriately might reduce the need to impose punishment.
accountability.
The Progressive Discipline Cycle:
Step 1:
- The problem behavior, mistake, or poor performance is first observed.
The Progressive Discipline Cycle:
Step 2:
- The supervisor takes little or no action
The Progressive Discipline Cycle:
Step 3:
- The inappropriate behavior or poor performance does not change- Silence is a reward for poor behavior, causing it to be repeated
The Progressive Discipline Cycle:
Step 4:
- Supervisor’s frustration increases as the behavior doesn’t change, and he engages in repeated counseling
The Progressive Discipline Cycle:
Step 5:
- The supervisor becomes frustrated and angry with the employee and begins to build a formal case for discipline or punishment, up to and including termination
Lawyers focus on fixing problems after they occur. (blank) focus on addressing problems before they occur.
Real risk managers
Employees with chronic problems, or those who commit repeated mistakes, or who engage in repeated unacceptable behavior are exhibiting:
predictable future behavior.
The Accountability Cycle: (5 steps)
The problem behavior, mistake or poor performance is first observed
Which step?
Step 1
The Accountability Cycle: (5 steps)
The supervisor has an informal conversation with the employee about his or her concerns or observations
Which step?
Step 2
The Accountability Cycle: (5 steps)
Follow up is important. If you get the results you want, let the employee know you appreciate the change. If there is no improvement, decide if more conversations are appropriate or more formal steps should be taken.
Which step?
Step 3
The Accountability Cycle: (5 steps)
For problems that cannot be corrected by informal conversations, have a performance discussion. Performance discussions are formal discussions that clearly state the supervisor’s observations and expectations and ask the employee for commitment to meet those expectations.
Which step?
Step 4
The Accountability Cycle: (5 steps)
Follow-up after performance discussions are crucial. Give recognition for improvement and initiate consequences for failure or refusal to improve.
Which step?
Step 5
Performance Discussions:
Such discussions assertively and directly (but with professionalism) explain the observed problem and the supervisor’s expectations. Most importantly, such discussions end by the supervisor:
asking for the employee’s commitment to correct the problem.
Follow up is essential at every stage of the process. Follow up includes (blank) and sometimes even (blank). Follow up also includes giving recognition for correcting the problem or consequences for failure or refusal to improve.
includes:
- continuous feedback
and sometimes even:
- documentation
Holding employees accountable is about one thing and one thing only:
future performance.
