Abstract
This article provides a step-by-step guide for holding people accountable in the workplace in a meaningful way that supports performance improvement and builds trust between managers and direct reports. Drawing from scholarly literature and the author's 15+ years of management consulting experience, key best practices are outlined for establishing clear performance expectations, monitoring progress through ongoing feedback, addressing performance gaps respectfully, and leading accountability discussions with empathy. Specific strategies are presented for setting behaviorally-specific goals jointly with employees, tracking metrics over time, providing balanced constructive feedback regularly, diagnosing root causes of issues versus blame, and focusing on solutions rather than past mistakes. Empirical research is cited throughout demonstrating the interpersonal and business benefits of accountability when applied judiciously through transparency, mutual understanding and genuine care for individuals' development. The article aims to help managers successfully navigate this important yet delicate aspect of people leadership.
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