Accountability - It's Not What Most People Think It Is

This week's post comes from Dave Crumrine.

Accountability. It’s a word that seems to evoke a host of negative emotions when used. As much as the word has been defined, written about, and discussed as an essential leadership concept, it simply doesn’t get positive traction in most followers' minds.

Add the advanced leadership theory to it- “You can’t make anybody do anything they don’t want to do.”  You can argue with it or override it short term, but you can’t deny it is true. 

My personal theory on why accountability as an idea has taken a hit, is that it has been used incorrectly…many times and for a very long time. You see, accountability after the fact is simply punishment, and it doesn’t work. Labeling punishment as accountability is wrong and deceptive. Punishment doesn’t set people up for success nor drive future success. It doesn’t build rapport or performance. It is simply extracting pain in hopes to teach someone a lesson. "After-the-fact" accountability is what has given the word a bad rap. 

We need to step up and get this idea right; if we do, there is a huge benefit to the people we lead, our organization, and ourselves. In fact, I would make the case that setting up strong “real” accountability is an essential leadership responsibility. As leaders, we need to own a large part of how accountability plays out. Good or bad, it’s mostly on us.

So, at the risk of short changing many thick management texts and long winded authors, here are the key ideas that are required for strong accountability:

• The exact assignment and desired outcomes must be well defined for the person who will be carrying it out.
• Only one person can be accountable for something...period.
• That one person needs to know why this assignment is important and what consequences (positive and negative) are likely to occur for everyone involved based on their performance.
• That person must also buy into these rationales and agree to "own" the results.

All we need now for “good accountability” is to help that team member in assessing the progress of the assignment. When accountability is properly established, human nature takes over and people become the great performers they can be. As leaders, we need to embrace this enabling skill and set up great accountability. 

How are you doing setting up your people for success with great accountability?

Continue Leading the Interstates Way!
Dave Crumrine

 

The Will

This week's post comes from Scott Peterson.

"It’s not the will to win that matters - everyone has that. It's the will to prepare to win that matters." -Coach "Bear" Bryant

I came across this quote a couple of months ago and have since been reflecting on it. I love the quote, but I could not figure out why. Then, it hit me. 

Everyone loves the event, the win, and the celebration. But the things that make the biggest difference, have the biggest impact, and the things that people are most proud of are the items that have a journey and a destination/win. 

OK, I know that sounds really deep like "Take the pebble from my hand grasshopper." (A quote from Will Ferrell's philosophical movie Kicking and Screaming.), but hang in there with me. The journey is just as important as the win/destination. The journey is about leadership (SAM/POC/GRAD) and serving the client and the team. The journey entails:

·        Planning

·        Having determination and grit to deal with all the changes and challenges that pop up

·        Developing people around you (helping them succeed during this journey and being better prepared for the next journey)

·        Keeping the goal/direction in front of the team 

·        Setting people up for success (clients and teams)

The will to prepare is about paying the price before the victory. Many of the items in the list above will not be seen by others, however, their impact is huge and they are all necessary in order for the client and the team to cross the finish line and win. 

One final thought. Don't rush through the journey. Enjoy the journey and excel during it by continuing to lead the Interstates Way!

 

Scott Peterson

Consensus and Decision Making

This week's post comes from Mike Meyers.

Whose decision is it? We all make numerous decisions each day. For example, you made a decision to get out of bed and come to work today and now you've made the decision to read this blog post. We are all very capable at making decisions and make hundreds of them each day without giving it much thought. However, it seems when the stakes get high, we often fall into bad decision making habits. If you find yourself asking whose decision it is, you've taken the very important first step. All too often we go into a major decision without clearly defining whose decision it ultimately is. Nothing drives ambiguity and draws out the decision making process more than a lack of clarity of who owns it.

So let's say we've passed the first hurdle and asked the question of who owns the decision. The natural answer on a significant decision is that it needs to be a consensus. But what does consensus really mean? In theory, it sounds great. We can all be on the same page and go forward with a unified front because we have 100% agreement. But how often does that really happen? On the rare occasion where it does happen, have we considered whether that unanimity is even healthy or does it question whether we are challenging each other enough and pushing for different perspectives? If we need 100% agreement, does that essentially give each individual full veto power?

A few months ago I was reading a book entitled Great Leaders Don't Take Yes for an Answer by Michael A. Roberto, and he defined consensus in this way: "Consensus does mean that people have agreed to cooperate in the implementation of a decision." By this definition, consensus isn't how a decision is made, rather it is how a decision is moved to implementation. 

Roberto goes on to describe the two components that are needed for a consensus:

• Commitment - a dedication to whatever it is going to take to accomplish the decision or goal
• Understanding - a firm grasp of the rationale for the decision

Notice what is missing from that definition? Agreement! Consensus does not mean unanimity; it means commitment and understanding. In other words, it means knowing the "why" and being committed to that path. It's ok to say, "This is my decision, but we need the consensus of the team." Consensus is critical for implementation but can be a dangerous decision making path if we think of it in the traditional terms of agreement.

At times, it is appropriate to have a group decision. If it is a group decision, we still need to be intentional about how the decision is going to be made. Is it a vote? Is it a group of people advising the decision maker? Does everyone need to be in agreement? Each may be appropriate depending on the situation. Just be aware- if you need full agreement, each individual also has full power to stop a decision from being made.

Next time you are facing a significant decision, don't fall into the agreement trap by default. Be clear on who owns the decision and work towards building true consensus - commitment and understanding.

 

Continue Leading the Interstates Way!

Mike Meyers

Can You Believe It?

This week's post comes from Jack Woelber.

On July 1, Dennis Muilenburg, a Sioux Center native and an Iowa State University graduate, became the 10th CEO of Boeing, the largest aerospace company in the world. Boeing is a $90 billion company with over 160,000 employees in 65 countries around the world.

Because Muilenburg is from Sioux Center, I have paid more attention to the story than I would have had he been from somewhere else. As I read articles regarding his promotion and the things that got him to this point, there were a couple of themes that stood out to me. These themes reminded me of concepts we discuss regularly at Interstates as we talk about leadership. 

Humility: Muilenburg indicated he is humbled to have been given this opportunity. He never thought that when he joined the organization 30 years ago he would ultimately ascend to the position of CEO. That reminded me of servant leadership. 

Developing Leaders: Jim McNerney was his predecessor as CEO. Muilenburg said of McNerney, “He has a real passion for developing leaders and developing talent. Among all the things I have learned from him, that’s the most valuable, and I plan to carry that on going forward.” We often talk about providing opportunity and investing in leadership. Boeing obviously takes that very seriously. 

Co-Leadership: Most of Muilenburg’s experience with Boeing has been dealing with the defense systems which account for about thirty percent of the business. The board opted to name Raymond Conner as Vice Chair of Boeing as he has been instrumental in the commercial side of Boeing’s business. Between the two of them, they complement each other well and have expertise in different areas. It is a good reminder for us to surround ourselves with people that have talents different than our own. 

I’m sure there are many other leadership concepts that we have discussed in our conversations at Interstates that could be found in other articles if we searched a little deeper. However, humility, developing leaders, and co-leadership jumped out at me as I read about the “small town Iowa boy making it big.”  So, regardless if you are at the helm of a multi-billion dollar company or a committee member at a local nonprofit, leadership philosophy is the same and relevant. 

Continue Leading the Interstates Way!

Jack Woelber

Run, Forest! Run!

This week's post comes from Scott Peterson.

I was spending a little time on social media (try not to judge me), and I found this story/joke. It made me laugh and it also got me thinking. All too often when I'm facing a challenge or even just a simple problem, I get fixed on one answer or solution. When that happens I'm not leading well because the first answer or the quick answer is not the only answer. When I am open and curious about different options or answers, that is when I am most effective. 

Remember two things:
1. There are different ways of thinking.
2. There can be multiple correct answers.

Enjoy the story below and continue leading the Interstates Way!

Scott Peterson

                                                                   Source

When Forest Gump died, he stood in front of St. Peter at the Pearly Gates. St. Peter said, "Welcome, Forest. We've heard a lot about you." He continued, "Unfortunately, it's getting pretty crowded up here and we find that we now have to give people an entrance examination before we let them in."
  

"Okay," said Forest. "I hope it's not too hard. I've already been through a test. My momma used to say, 'Life is like a final exam. It's hard.' "
 

 "Yes, Forest, I know. But this test is only three questions. Here they are.
 

1) Which two days of the week begin with the letter 'T'?
 

2) How many seconds are in a year?
 

3) What is God's first name?"
 

"Well, sir," said Forest, "The first one is easy. Which two days of the week begin with the letter 'T'? Today and Tomorrow."
 

St. Peter looked surprised and said, "Well, that wasn't the answer I was looking for, but you have a point. I give you credit for that answer."
 

"The next question," said Forest, "How many seconds are in a year? Twelve."
 

"Twelve?" said St. Peter, surprised and confused.
 

"Yes, sir. January 2nd, February 2nd, March 2nd …"
 

St. Peter interrupted him. "I see what you mean. I'll have to give you credit for that one, too."
 

 "And the last question," said Forest, "What is God's first name? It's Andy."
 

 "Andy?" said St. Peter, in shock. "How did you come up with 'Andy'?"
  

"I learned it in church. We used to sing about it." Forest broke into song, "Andy walks with me, Andy talks with me, Andy tells me I am His own."
 

St. Peter opened the gate to heaven and said, "Run, Forest, Run!"

 

Building Integrity By Saying "No"

This week's post comes from Doug Post.

 

In Leading with Integrity we noted that integrity means, "I do what I say I'm going to do...every time." We noted Michael Hyatt's definition: honesty is making your words match reality; integrity is making reality match your words.

In Improving Integrity with Clear Expectations we considered:

           1. Recovery. When your "yes" turns out to be a "no," acknowledge, apologize, and
               recommit.
           2. Clear Expectations and Commitments. Requests must be understood before
               we commit.

The third component to improving integrity is to Say “No." 

It is important to learn that just because we can honor a request, doesn't mean we should. Tim Harford notes, "Every time we say yes to a request, we are also saying no to anything else we might accomplish with the time." It's important to learn our personal limits so that we can appropriately balance and meet family, work, and social commitments -- your own and your team’s!

This doesn't mean saying “no" is easy. It's difficult and awkward. Sometimes we're considered unhelpful or incapable. Leading with integrity isn't always easy in the short-term! Tim Harford continues:

 

        The present moment is exaggerated in our thoughts. When somebody asks, “Will you volunteer to be ________?” it is momentarily uncomfortable to refuse, even if it will save much more trouble later. To say “yes” is to warm ourselves in a brief glow of immediate gratitude, heedless of the later cost.

         A psychological tactic to get around this problem is to try to feel the pain of “yes” immediately, rather than at some point to be specified later. If only we could feel instantly and viscerally our eventual annoyance at having to keep our promises, we might make fewer foolish promises in the first place.

         One trick is to ask, “If I had to do this today, would I agree to it?” It’s not a bad rule of thumb, since any future commitment, no matter how far away it might be, will eventually become an imminent problem.

Remember to always validate the person or request (be nice) and to be assertive. Consider the following tactical options:*

 

            1. The awkward pause. Let silence to a request work in your favor.

            2. The soft "no" (or the "no but"). For example, "Not now, but once I've finished..."
                 or, Thanks for thinking of me, but I'm working on 'xyz,' and I'm not sure I can
                 commit to that right now."

            3. "Let me check my calendar and get back to you." or, "Let me think about it."
                 Give yourself time to reflect and reply with integrity.

            4. Use e-mail bounce backs. Use automatic responses that say you're on
                vacation or on a project.

            5. Say, "Yes. What should I deprioritize?"

            6. Say it with humor. A smile and a simple "Nope!" can carry the day.

            7. Use the words, "You are welcome to X. I am willing to Y." For example, "You
                are welcome to borrow my car. I am willing to make sure the keys are here for
                you." With this answer you are also saying, "I won't be able to drive you."

            8. "I can't do it, but X might be interested." You're not invaluable. Offer an
                 alternative person or date.

 

Saying “no" well will take practice. But it is worth it -- building integrity requires "no" to be our most common response.

Let’s review what we’ve learned on building integrity with others: (1) learn to recover from integrity breaches, (2) share clear expectations and commitments, and (3) develop the ability to say “no."

How do you struggle with building integrity and saying “no"? What helps you improve and build integrity?

Continue Leading the Interstates Way!

Doug Post

 

Sources: *Condensed from "Dare: The Power of a Graceful 'No'," chp. 11 in Essentialism by Greg McKeown
http://timharford.com/2015/01/the-power-of-saying-no/

Taking Chances and the Beauty of the And

This week's post comes from Dave Crumrine.

I attended a funeral service this past Friday for our founder John A. Franken. I have to admit, I'm not "good" at funerals, but they do get me thinking about my own life and what contribution I am leaving in the world.

John's life was built on trying new things, taking chances and then filling in behind them with hard work and tenacity to make it work. Whether it was the beginning of the Interstates business or many of his other adventures, John "leaned in” to it with tenacity. He knew he wasn’t going to change the world playing it safe all the time. 

Sometimes I wonder if we have enough of that attitude in us. We are certainly a much larger and more complex company, and we are dealing with a world of challenges that John likely didn't imagine. But are we charging ahead? Are we taking enough chances? 

One could make the point that we have more to lose, and that is a reason to play it safe. Others might claim that at the start of any business, you simply have to take chances, but later on it requires a different course of action to be successful.

I believe we need both - taking chances AND taking care of what has been built before us. As a leader, I need to inspire and motivate my team to take chances - the right chances. I need to encourage my team to stretch and try new things, to build confidence in my people, and to convince them that they can figure it out. We might not know all the answers but we are capable, committed and smart, and that can get us there. 

We often fail to consider that playing it safe today is taking a huge risk tomorrow. This is another leadership burden. We must be forward-looking enough to not let this happen. Not having the capability to meet a challenge, to be able to try new things, or to be prepared for a surprise is a huge liability. The price of not being ready will affect the whole team, not just the leaders. If we don't exercise our "figure it out, take a chance" muscles, they will get soft and leave us unprepared for when we need them. 

John took chances and made it happen. I'm convinced there is a lot of that still at Interstates, but it might need some uncovering.

As a leader at Interstates, I challenge you to ask yourself, "Where should my team be taking chances? How can we lean into the future?"

Continue Leading the Interstates Way!

Dave Crumrine