…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.