Collector - February 2018 - 27
"Don't run interference for
your team if they have
messed up. Let them see
that their actions
one meeting with Kathryn and giving the
specifics of why they think her recent work
has been so successful.
steps or how we could get to a better
outcome next time."
GIVE THE GIFT OF EMPOWERMENT
Holding people accountable doesn't mean
blaming them for failure, but it will help
build their sense of responsibility.
"Don't run interference for your team
if they have messed up," Clyatt said.
"Let them see that their actions have
consequences. If the team has done
something wonderful, let them hear
about their success. But if the team has
made a mistake, let them be a part of that
outcome. Maybe they have created an
issue with a vendor. Let them sit in and
hear that conversation so they know the
outcome of their mistake."
As a leader, you're also expected to
address people on the team who aren't
pulling their weight.
"If you want a team that is accountable,
you need to make sure you don't lose
credibility with your 'A' players as a leader
by not handling poor performance by other
employees," Clyatt said.
Highly empowered teams approach their
jobs proactively. Employees turn into
independent problem solvers, creating their
own solutions naturally as problems arise.
To make this a reality for your team,
Clyatt first encouraged leaders to set clear
parameters so employees can make sure their
goals align with the team's goals, and the
team's goals align with the company's goals.
Then give them the autonomy to
accomplish specific, performance-oriented
goals and tie employees to the outcome.
"I know as a manager it's easy to fall into
the routine of being the problem solver-
having all your employees come to you
with their problems and you give them the
solution and they run back and initiate
that course of action," Clyatt said. "But that
puts you in the position of solving all the
problems. Instead of giving them solutions,
try asking, 'What are you thinking?' and
getting them invested that way."
It can be tough for teams to adapt to
change. Some individuals will be naturally
flexible; they love change and find it
energizing. But others may be more
skeptical and find the ambiguity stressful.
The key? Present change in a positive way
and explain why it's happening.
"Identify the people who might resist
change and give them more data around
the change," Clyatt said. "Give them some
advance notice if you can, too. Use your
more flexible team members to your
advantage. They can think about next
HOLD PEOPLE ACCOUNTABLE
DON'T LEAVE THEM HANGING-
Sure, there's always more work to be done,
even after a project wraps up, but it's still
important to take some time to recognize
individual and team accomplishments.
"If you're not the celebrating type, get more
social team members and put them in charge
of celebrating," Clyatt said. "They can create
that recognition. You can put parameters
around it, but they will get joy from it and it
will improve everyone's morale."
Anne Rosso May is editor of Collector
Create a roadmap for
your team and let them
know your expectations, but
give them the autonomy to
reach goals on their own.
When a team fails, let
them see the outcome
so they can learn from their
Celebrate success in a
style that fits each team
public recognition for social
types and private kudos
for those who are more