With a business culture that is full of outsourcing, downsizing, streamlining and virtualization, many organizations are looking for staff to become self-sufficient. Thus, for leaders and coaches, the promotion of employee self-responsibility became a priority.
So, what is the responsibility of a business environment? This is a practice in which employee accountable performance, achievement of goals and achievement of positive results.
Taking into account that employees' behavior will be different between departments, there are fundamental steps any manager or trainer can achieve to achieve positive results for the employee and the company. Here are 10 ways for managers and coaches to support employees in creating self-responsibility
. Obviously outlines the role of the employee. It is difficult to assume responsibility if we do not know who or who is responsible for it. Make sure every report knows what their core responsibilities are and who they are.
2nd Set specific and measurable goals. Accountability can only be established if there are clear goals and objectives that require progress to be made. The goals should be specific, with measurable benchmarks (for example, monthly billing for a specific dollar amount for a monthly invoice for an ad invoice manager) and accept deadlines. As the goals are made even more effective in creating self-responsibility, the employee is involved in the targeting process and will be able to "own" the purpose
. Linking the goals with the company's vision. Work is not done under vacuum and the company's projects are not special events that do not affect the bigger results. Make sure the employee clearly understands the company's overall vision, mission, and goals. Help the employee to associate their responsibilities with this vision in a concrete way. For example, a corporate goal could be to increase operating efficiency by 10%. A project manager can combine it with the ability to project the project into a larger vision in time to link the efficiency of the project team to the company as a whole. The role of the manager is to communicate with the company's development or to have a better communication mechanism in which the project manager can compare his progress with similar activities within the organization. In this regard, the employee took a broader responsibility in self-assessment.
4th Make effective strategies. If the goals are set, give the worker a strategy to achieve the goals. As a mentor … work with the employee with specific and useful feedback on refining strategies. If strategy is one team, help the employee create a template for creating strategies, transfer plans, etc.
5th Set the login time. Within the strategy you need to schedule login times regularly, in which you and your report discuss challenges and successes, change strategies, and explore the opportunity. This is a great opportunity to be a coach and not a manager. While you are responsible for meeting all of your goals under your responsibility, your report is responsible for your own.
6th Be a good student. As workers assume greater responsibility, they are certainly faced with challenges. Some will be mechanical or logistic while others are more internal, emotional (ie fear). Listen to their feelings, even if they are irrational. Do not judge or try to correct the problem. Just listen, be empathetic, let them know they have concerns. They often find solutions themselves as they grasp their emotional concerns. Explain the mental and emotional space to enter new ideas. With this help, this clearing is listening. But while you are interacting, listen to what can not be said. This will allow you to develop your intuition and provide you as a trainer in the direction you need to overcome your obstacles and fears.
Be Authentic and Real. People can feel a mile away. If you do not authentically invest in the employee's self-reliance, the report adds this and is likely to be cautious. The development of accountability is a two-way street that is about building trust. You leave the department's results to employees while they trust that they will allow them to fail or succeed
. Determine decision making. Maintaining self-discipline in itself means that you, as a leader, must give some decision-making responsibilities. Holding a goal also means making decisions to reach the goal. Talk about decisions at check-in. Discover the thinking process of your report in your decisions. When judging decisions that have not produced a positive result, they help to nourish and refine the process by pointing to the different methods that can be made to make a decision. Permission for authorization. Good judgment is only possible if we first learn from a bad judgment. Likewise, success is usually based on a series of mistakes. Allow reports to report an error when they occur. If we are in an environment where we are rewarding a successful risk, but failure has been overcome, the effort to promote self-responsibility also fails. Removing the failure will jeopardize risk taking. However, if your culture allows failure, especially if there is a supportive accountability system in which learning is emphasized, self-responsibility has a chance of success.
10th Give recognition and praise. As workers assume more and more responsibility, their way of success is to the private and public praise. Whether it's called a "Monthly Employee" if you publicly admit the meeting (especially if the senior executive is present) or is recognized in a corporate newsletter, praise is a rich man for every device. Praise does not matter, but you can also give millions.
These may seem like common sense measures. But if one of them is missing, its efforts to preserve self-responsibility will be reduced. Do these measures work for everyone? No. Everyone is different from each other and they all come to the workplace with lifestyles that have shaped and shaped their attitudes and habits. You recognize this. Find out about your own limitations and shortcomings as well as your strengths as you recognize these qualities in your reports. Recognizing that some people are integrating into leadership roles, they take greater risks and make decisions more easily. Others may be more risky and better fit into follow-up roles. When developing the culture of self-responsibility, there are two things that briefly shorten 100% of micro-treatment and poor communication.
It's axiomatic that if you're microcontroller, the reports give you their responsibility. And why not? If they are microcontrollers, they are actually less accountable to them. If you are prone to microcontrollers, we will figure out why, and not do it. Are you sure your reports are able to fulfill their obligations? If so, get more training for them or provide them with the resources they need to support their effectiveness. Are you sure of the precarious situation? Often, newer leaders may have such feelings, believing that they must control what is around them … but the faster the promotion of self-sufficiency, the faster the results will be. Let go of control … grant team members permission to succeed
Work hard on communication
Poor communications will definitely condemn the accountability system. If employees work, assume responsibility, and do not log in or are not available, they will not take any serious responsibility … and will not lead to the desired results. You may feel uncomfortable in a coaching role and develop these skills. Get the training. Conversely, if a report does not communicate well, work with them to develop their skills, in a variety of structures and / or training.
Obviously, every organization is different. But if these are accomplished, these steps will provide better results. By becoming more responsible, employees are more valued and connected with the organization, thereby reducing traffic and lack of morale. In addition to a more responsible approach, they produce better, more consistent results.
(c) 2008 James Phelps Creative
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