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ValerieMyers

LeilaGardner
SherriWithrow
Cohort1Capstone

EFFECTIVEWORKPLACEACCOUNTABILITYANDCOMMUNICATION
Imagineyouareasecondlinesupervisorsittinginanexitinterviewwithavalued
employee,whomwewillcallJim.Whenyouaskwhyheisresigning,Jimtellsyouheisleaving
becausetheorganizationhasnotaddressedthepoorperformanceofaproblememployee
(whomwewillcallBill).Hebelievestheorganizationfailstoholdmanagersaccountablefor
poorperformers,andhefeelsundervaluedasaresult.Jimappearstoaddresstwoissues
criticaltothesuccessofanyorganization:communicationandaccountability.
Mostmodernbusinessmagazinesandleadershippublicationsemphasize
communicationandaccountabilityaskeyelementsofgoodleadership,successful
organizations,andhappyemployees.Technologyhasprovideduswithmultiplemethodsof
communication;fromvideoteleconferencestoemailtowebinarstotextmessagingand
Blackberries,therearemorethanenoughtoolsthatpromisetobringusclosertogether.
However,thesemeansofcommunicationshouldnotbeconfusedwiththeactionof
communicating,especiallytoemployees,whoseperiodicevaluationsandexitsurveysindicate
thattheyarelookingformeaningfuldiscussionsinfacetofacesettingsthatproviderelevant
feedbackonperformance. 1 Moreover,theactofcommunicationshouldnotbeconfusedwith
themessagebeingconveyed;inotherwords,theamountandtypeofcommunicationbetween
anemployerandemployeemaybecompletelyineffectiveifthequalityofthatinteractionis
lacking.
Effectivecommunicationofgoals,expectations,successesandfailuresarefundamental
tenetsofaccountability,whichaccordingtoMerriamWebstersDictionaryisanobligationor
willingnesstoacceptresponsibilityortoaccountforone'sactions.Rarelycanaccountability

1
RoperASW and TANDBERG International Survey Results Overview. Online. November 2003
<http://www.ivci.com/pdf/whitepaper_business_communications_and_meetings_survey.pdf>
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occurwithouteffectivecommunication. 2 Thisarticlearguesthatcommunicationand
accountabilityarecriticaltoeffectivemanagementwithinanyorganization.Italsofocuseson
howpoorcommunicationregardingaccountabilityandperformanceissuescannegatively
impactanorganizationandcorrosiveitcanbeoninstitutionalaccountability.Finally,it
providesrecommendationsforhowtoimprovecommunicationattheindividualand
organizationallevelstomitigatethesenegativeimpactsandtopositivelyimpacttheoverall
cultureofanorganizationbyfacilitatingtransparency.

COMMUNICATION
Organizationscommunicateinformationusingavarietyofmethods,including
informationmemos,standardoperatingproceduresandprocesses,performanceevaluations,
andgroupmeetings.Mostmeetings,however,aremerelyinformationtransactionsbecause
theyaretypicallyusedtopassinformationregardingfollowonmeetings,deadlines,and
directives.Thistypeofinformationiscriticaltoanorganizationssuccessbecauseittellsthe
workforcewhatneedstobeaccomplished.Thispaperdescribeswhythedirectcommunication
thatoccursbetweenanemployeeandhisorhersupervisorisjustasimportantasthese
transactionalmeetings.
Jobdescriptions,supervisorexpectations,andperformancereviewsalltellushow
employeesaremeasuredandheldaccountablefortheirperformance.Thistypeofinformation
mustbeconsistentlyconveyedinawaythatleaveslittleambiguity.Employerscannotsimply
expectemployeestosucceedifthereisneveracleardefinitionofwhatsuccesslookslike,how
itcanbeachieved,andwhattheconsequencesoffailureinclude.Organizationsandindividual
supervisorsmustrewardhighperformersand,conversely,penalizepoorperformerswhen
needed.Whileprivacyissuesmustbeconsideredwhenaddressingpoorperformance,all
employeesinanorganizationshouldknowisthatsubparworkwillnotbeaccepted,and
standardizedandformalstepswillbetakentoensureemployeesareheldaccountableforpoor
performance.Ifpoorperformanceisnothandledappropriately,itcanhaveaterribleeffecton

2
accountability." Merriam-Webster Online Dictionary. 2010.Merriam-Webster Online. 20 April 2010 <http://www.merriam-webster.com/dictionary/accountability>

theoverallmoraleoftheworkforce.Whensupervisorsdonotholdemployeesaccountablefor
theirbehavior,goodperformersfeeldevalued,whichcanleadtodecreasedqualityand
quantityofwork,alossoffaithintheorganizationandsupervisor,andthepotentiallosshigh
performingemployees.
Frequentfacetofacemeetingsareusuallythemostdesiredandthemosteffective
methodofcommunicationforprovidingfeedbackandguidancetoanemployeeregardinghis
orherperformance.Itisnotenoughsimplytohandemployeesbindersfullofpolicyand
proceduredocuments,assigntasksanddeadlines,andexpectthemtothenbesuccessful;
rather,supervisorsmustensureemployeestrulyunderstandstheirjobrequirements,havethe
toolsandtrainingneededtosuccessfullycompletetheirtasks,andknowwhattheexpectations
areforoptimalperformance.

Letsrevisitourexamplesofthepoorperformer(Bill)andthevaluedemployee(Jim).

ConsiderhowaperceivedlackofconsequencesandaccountabilitymayhaveledtoJimschoice
toresign,andtherolecommunicationmusthaveplayedinthatsituation.What
communicationproblemslikelyprecipitatedthissituation?Billslackofaccountabilityindicates
thathewaseithernotfamiliarwiththeorganizationsexpectationsforperformance,orthathis
directlinesupervisordidnotprovidemeaningfuldirection,feedback,orguidance.His
inadequateperformancealsonegativelyimpactedtheorganizationbecauseavaluedemployee
resignedandtheworkloadforotheremployeesincreasedforotheremployeeswhowere
pickingupBillsworkload.
Itisdifficulttoargueagainsttheassertionthatpoorperformersleadtopoormorale.
Whileitmayappearthistypeofissueislocalorspecifictoourownorganizations,research
showsthatitisendemicacrossindustryandgovernment.CraigLewisnotes"Ofallthenon
actionslikelytonegativelyimpactonateamsmorale,itseemsnoneisquitesodamningasa
failuretorespondpromptlytoateammemberspoorperformance."Lewisfollowsupby
saying"Itisatruththatleadersbothgoodandbadhaveatendencytoreacttooslowlyto
incompetentperformance,choosinginsteadtoletmattersrunontoolonginthehopetheywill

resolvethemselves." 3 Byeffectivelycommunicatingperformanceexpectationsandfollowing
upregularly(forexample,notwaitinguntiltheemployeesannualreviewtoprovidefeedback,
guidance,andinput)organizationsshouldbeabletoimproveemployeeperformanceand
achievehighermoralethroughouttheorganizationasaresult.

ACCOUNTABILITY

Ifexpectedtomaintainaccountabilityfortheirperformance,employeesneedtohavea

solidunderstandingofwhatisexpectedofthemfromtheirveryfirstdayofemployment.Ata
minimum,organizationsmustprovidewrittenpoliciesforworkforceandcareerdevelopment,
specificjobrequirements,organizationalregulationsgoverningpromotionandadvancement,
andclearexpectationsforemployeeperformanceandbehavior.Thesearejustthefirststeps
organizationsandsupervisorsshouldtaketopromoteaccountabilityamongtheworkforce.
Followingupwithguidanceandfeedback,rewardingoutstandingwork,establishingminimum
standardsforperformance,andpenalizingsubparperformersarealsoneededtosustainand
promoteaccountabilityintheworkforce.
Whenemployeesarriveforthefirstdayonthejob,theyshouldnotonlybegiven
guidanceregardingtimekeeping,parking,officespace,andsoon,buttheyshouldalsobe
providedinformationspecifictotheirjobandcareertrajectory.Thistypeofinformationshould
includearoadmapforsuccessfortheirfield,specifictaskstheyareexpectedtoaccomplish
duringthefirstyear,andanoutlineofrequiredtrainingandeducation(ordemonstrable
equivalentcompetencies).Onlyafterthisinformationisprovidedtoandunderstoodbythe
newemployeecantheemployeebeheldaccountablefortheexecutionoftheirduties.
Itisimportanttounderstandthataccountabilitydoesnotbeginandendwithjob
descriptionsandperformancereviews.Itshouldnotbeassumedthatemployeesalwaysknow
whatisexpectedofthemorthattheyhavetheskillsnecessarytocompleteataskorproject.
Whilesupervisorsshouldrecognizethatemployeesgenerallydonotwanttobemicro
managed,providingfrequentfeedbackiscriticaltotheiroverallsuccess.Leadersare

A Small Hole Can Sink A Big Ship - The Poor Performer and Other Like Obstacles CraigLewis.
http://www.evancarmichael.com/BusinessCoach/2688/ASmallHoleCanSinkABigShipThePoorPerformerandOtherLikeObstacles.html

responsibleforgroupperformance.Often,oneormoreemployeesonateammaynotbe
successfulperformers,andsomemayevenbetoxictoteamrelationships.Leadersneedto
confronttheseteammembers,andbepreparedfortheseencounterstobedifficultordelicate
innature.
Supervisorshaveasubstantialimpactonproductivityandmorale,thoughtheyare
seldomrecognizedortreatedthatway;somemaynotevenreceiveeffectivesupervisory
training.Unfortunately,itisnotuncommonforsupervisorstobepromotedtoleadership
positionswithlittletonotrainingtopreparethemforsuccessintheirnewposition.Otherthan
mandatorytraining,itappearsasthoughmostorganizationsspendlessoftheirtrainingbudget
onsupervisors.Itisunclearwhetherthisphenomenonisthefaultoftheindividualsupervisor
ortheoverallorganization.Howdoyoutrainanewsupervisor/leadertobeaboss?Isitupto
theorganizationtosetthetraining?Orisituptotheindividualtolearnhowtosucceedinthat
newrole?Thoughmuchinformationisreadilyavailabletohelpshapeandinformsupervisors,
itoftenfailstoprovidedetailsonhowtobecomeatrulygreatleader,andthisiswhere
organizationsseemtosuffer.Thisshouldbeadualresponsibility;organizationsneedtoinvest
andensurepropertrainingforthosewhoareconsideredleaders,andindividualsalsoneedto
taketheinitiativetopursueeffectiveleadershipopportunities,includingseekingoutother
goodleaderstofigureoutwhatmakesthemeffective.Anemployeewhotrulydesiresto
emergeasanexemplarysupervisorshouldidentifyrolemodelsofgoodleadershipandfollow
thatlead.Greatleadersaren'tgreatbecauseofwhattheydo,andtheywerentnecessarily
borntobegreatleaders.Greatleadersmustseekoutandlearnwhattodotogarnerthe
respectandresultstheydesire.
Finally,anotherwayoflookingatthissituationistoconsidertheperspectiveofJim,the
departingemployee,whostatedthatheresignedbecausetheorganizationdidnotdealwith
Billandhispoorperformance.Itiseasytoimaginehowdemotivatingitwouldbetowork
alongsideapoorperformerwho,seemingly,suffersfewnegativeconsequences.Whatroledid
organizationalcommunicationplayinthisperception?Whydidtheemployeethinkthepoor
performerwasnotbeingheldaccountable?ItisentirelypossiblethatBillwasonprobationor
hadbeenputonaperformanceimprovementplan;however,givenprotectedpersonal
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informationconcerns,hiscoworkersmaybeunawarethatthishastranspired.Perceptionis
reality,andiftheworkforcefeelspoorperformersarenotheldaccountable,thenthepotential
forlowmoraleorwidespreaddistrustofmanagementexists.ItisapparentthatJimassumed
theorganizationhadnotheldtheproblememployeeaccountable.Thistypeofdisconnectisa
clear(andcommon)communicationproblem.Organizationsmustmakeknowntoall
employeeswhattheconsequencesareforpoorperformanceandwhatstepswillbetakento
addresspoorperformers 4 .Itisimperativethatorganizationsregularlyinformtheirworkforce
astowhatperformanceexpectationsare.Conversely,organizationsmustprovideregular
experientiallearningortrainingevolutionsformanagersandleadersregardingtheappropriate
handlingofpoorlyperformingemployees.Finally,itiscriticaltonotethatpoorperformers
whorefusetochangeorimprovemeasurablywillbeheldaccountable,regardlessoftheir
positionwithintheorganization.
Individualpoorperformerscanprovedeeplyinfectioustoalargergroup,bringingdown
boththemoraleofotherpersonnelandthatoftheorganizationasawhole.Thisperformance
mustbedealtwithproperlyandimmediately.Employeesdonotwanttoworkwithpeople
whoareunableandunwillingtocorrectrepeatedmistakes.

HELPFULHINTSFORSUPERVISORS
ACCOUNTABILITY:

SetexpectationsfromDay1

Revisitexpectationsearlyandoften

Giverelevantfeedback,addressstrengthsandweaknesses

Provideguidanceforimprovementinfacetofacemeetingsandinwriting

Provideresourcestoenable/encouragesuccess(trainingandeducation,
remediationoftasks,etc)

Definepunitiveactions/rewardsforperformance

ResourceCenterforAddressingandResolvingPoorPerformance.U.SOfficeofPersonnelManagement.
http://www.opm.gov/er/poor/rc_overview.asp

COMMUNICATION

Oral
o Meetwithnewemployeesontheirfirstdayofemployment
o Withinthefirstweekofemployment,meetagainwiththenewemployee
torevieweveryaspectofhisorherjobandperformanceexpectations
andrevieworganizationalpoliciesregardingoutstandingperformance
andpoorperformance
o Frequentlyaskthenewemployeesforfeedbackorcommentsonhow
theyfeeltheyareperforming

Written
o Welcomeaboardpackage
o Roadmapsforeachseries/gradeband
o Awardsmanual
o Disciplinaryrulesandregulations
o Assignachievablegoalsforthefirst306090days,etc
o Withinfirst30days(andthenagainatthe90daymark)schedulea
formalreview
o Ifconsistentfeedbacktoaddresspoorperformanceisnothavingthe
desiredeffect,writeMemorandumsfortheRecordtodocumentpoor
performance
o Ifnecessary,placepoorperformersonaPerformanceImprovementPlan

Communicationandaccountabilityarekeystoasuccessfulorganization.Ifsupervisors
followthestepsoutlinedabove,theywillsettheconditionsfortheiremployeestobe
successful,willfosteraworkplaceenvironmentthatpromotescommunicationand
collaboration,andachievetransparencyinthemethodsusedtoholdemployeesaccountable
fortheirperformance.

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