Holding Friends Accountable in Business
One of the most common reasons I hear from leaders about why they struggle with holding colleagues accountable is because they genuinely like the people that are under-performing.
They don’t want to offend a friend.
It seems some leaders have become more concerned about practicing pleasing methods than about delivering pleasing results.
The reality is that accountability doesn’t have to be an “either/or” proposition. When practiced properly, accountability can be a “both/and” invitation.
My 1-day accountability workshop March 30 sets the context for this invitation and is loaded with exercises, tools and tips, including a 4-part formula guaranteed to drive accountability. Only four slots remain and registration closes this Friday.
Space doesn’t allow us to frame the context that we’ll examine in the workshop, but you should know that if you’re postponing a conversation about under-performance because you’re afraid of hurting a person’s feelings, you’re actually hurting the under-performer and you’re hurting your own credibility.
The people on your team know who’s performing – and who’s not.
Accountability starts with you. Postponing a conversation about under-performance doesn’t help anyone.
To dive even deeper into the topic of accountability, I invite you to purchase a copy of my bestselling book, “Accountability: The Key to Driving a High-Performance Culture.”
Business schools teach case studies. Hollywood blockbusters are inspired by true events.
Exceptional leaders are students of history. Decision-making comes with the territory.