The best designed performance appraisal processes mean nothing when there is no consequence for poor performance. The best laid plans are worthless when people are not held to account for the outputs and behaviours required to achieve them.

Creating accountability means holding people responsible for the consequences of their behaviour. It is something we often feel the need to do but hold back because it can involve us in the kind of conversation we would rather avoid.

Typically, we delay the conversation for as long as possible, and then, because our aggravation level is now high, we open it with an accusation. When this inevitably causes defensiveness, it not only confirms our dislike of these conversations: it also prevents any rational discussion of solutions to the problem. 

Three simple steps can make the process so much easier, and a lot more effective.

Start with facts.

Be specific and very clear in describing the behaviour that you are addressing. Use recent facts and support them with whatever evidence you have to hand.

Offer your opinion.

Describe the implications and consequences of the behaviour. Explain how you feel about the situation. This gives the person an understanding of the situation and its seriousness.

Ask for input

Asking the person for their view of the situation before you start to look for a solution gives you a better chance of getting to the bottom of the problem. When you then move to looking for solutions, you are more likely to obtain their commitment.

How well are you holding the people around you to account for the way they behave? If you are not, they may be getting away with murder!