Breeding Stallers
20Jan2006 Filed under: Business Management, Seth Godin, Human Resources Author: DUST!N…but not everyone knows why.
I helped a VP of sales set up a program for listing available territories and each territory’s potential customers. The idea was that if they saw the untapped potential (of which the sales manager and CEO were vividly aware), the salespeople would be more motivated to pursue these opportunities.
One out of six salespeople did so. Why not the other five?
As the VP and I discussed it, he gave his opinion: accountability.
These salespeople knew that if they accepted the challenge of pursuing these specific, and obviously tracked, markets then they would be held accountable for the results. More than likely they didn’t want to be held accountable for results of a program someone else created and in which someone else determined the definition of success.
The problem is two-fold.
Not only are individuals afraid of accountability, but companies are afraid to hold them accountable. You may argue with me on this point, but most companies not only fail to hold their employees accountable, they fail to give them the ability to be accountable. You can’t be held accountable for something over which you have no power. And most companies are afraid to give up any power to individuals… other than to executives.
So most businesses end up complaining that their employees are unmotivated, they’re not engaged, or they’re not team players. We condition employees into this behavior and then complain about what we’re breeding.
4 Responses to “Breeding Stallers”
Leave a reply
About this blog
The Casual Fridays blog is about business in blue jeans. It's about doing the REAL hard work of today. Pausing, thinking and asking the questions others won't ask.
Get LinkedIn w/DUST!N
About DUST!N
Creative Consultant - The Frontline Group
DUST!N speaks and writes about:
- Creativity and Ideas
- Word-of-Mouth Marketing
- Branding- More about speaking engagements
- Contact DUST!N
Emma
January 26th, 2006 at 4:11 pm
It may be an exaggeration but a lightbulb just went off for me while I was reading this entry.
Michael Wagner
January 26th, 2006 at 4:49 pm
Love this posting - it touches on themes that show up in my work all the time.
I would suggest that most companies lead their employees they way many people parent their children. Neither results in the accountability they desire. You are right, you must give power to those you expect to be accountable. Put another way, you can not make people “responsible” for certain outcomes without giving them “authority” to act. Responsibility and and authority are two sides of the same coin.
Important facts and rational argument for performing in a certain way are not enough when it comes to human beings.
Being included in the process helps.
Overall this requires a leadership commitment to actually growing people and mentoring them into accountable employees. People don’t show up as perfect 10s. But we rather hire “the imaginary 10″ then train them. Then complain when they fall short.
Again, thanks for sharing your client experience - it helps confirm that I’m not the only crazy seeing this sort of thing.
DUST!N
January 30th, 2006 at 5:50 pm
Thanks for your comments.
Emma,
You have no idea how thrilled I get to hear lightbulbs have been lit. I feel as though I’ve achieved my purpose in that moment.
Michael,
“Put another way, you can not make people “responsible” for certain outcomes without giving them “authority” to act. Responsibility and and authority are two sides of the same coin.”
Well said, and I don’t think we’re the only crazies seeing this either.
The idea of hiring 10’s instead of helping people discover the 10 within them is a HUGE issue.
I might have to post on this from a training perspective as well. “Training” carries a certain brand of thinking of which I don’t feel resolves the issue. Let’s think development. Inside-out instead of outside-in.