{"id":11469,"date":"2017-08-15T18:57:49","date_gmt":"2017-08-15T18:57:49","guid":{"rendered":"https:\/\/sandler.dsstaging2.com\/case-study\/three-beliefs-leaders-have-cripple-accountability\/"},"modified":"2023-07-16T15:21:38","modified_gmt":"2023-07-16T15:21:38","slug":"three-beliefs-leaders-have-cripple-accountability","status":"publish","type":"post","link":"https:\/\/sandler.com\/blog\/three-beliefs-leaders-have-cripple-accountability\/","title":{"rendered":"Three Beliefs Leaders Have That Cripple Accountability"},"content":{"rendered":"\r\n

Holding your people accountable is simple. In working with sales leaders around the world, accountability isn\u2019t easy because those leaders possess one of three self-limiting beliefs that cripple their accountability program.<\/p>\r\n\r\n\r\n\r\n

First, and most common, is a need for approval. To paraphrase one of David Sandler\u2019s rules, \u201cLeadership is not a place to get your emotional needs met.\u201d A high need for approval cripples accountability in your organization because your mindset is that \u201caccountability\u201d equals \u201cmicromanagement.\u201d With that mindset, you\u2019ll allow your behavior, weekly accountability meetings, to slip when \u201csomething comes up\u201d for you or your employees because you don\u2019t want to \u201cmicromanage.\u201d Often we find a leader\u2019s need to be liked is greater than their need to succeed. So, if being liked is the priority and not leading their team to greater success, we find that leaders will make \u201cbeing liked\u201d the priority each day versus holding their team accountable to achieving success.<\/p>\r\n\r\n\r\n\r\n

Properly implemented, accountability is the opposite of micromanagement. Because you and each of your direct reports agreed\u00a0in advance\u00a0<\/em>what your behavior expectations of them would be when you would hold your accountability meetings, what you would cover in those meetings and the consequences of not performing there\u2019s no, as Sandler called it, \u201cmutual mystification.\u201d<\/p>\r\n\r\n\r\n\r\n

When you have an accountability conversation with a direct report, you are merely holding up a mirror to show them that\u00a0they\u00a0<\/em>are the ones with imperfections because they didn\u2019t keep their word. By focusing the conversation on your direct report instead of yourself, you can minimize your need for approval.<\/p>\r\n\r\n\r\n\r\n

Second, is fear of rejection. When you fear rejection, you\u2019re unlikely to have the upfront conversations described above because you are conflict adverse. Your mindset with a fear of rejection is \u201cwe\u2019re good,\u201d which translates to \u201cmediocre is okay.\u201d Because you\u2019re conflict adverse, you\u2019re likely to have surface level accountability conversations. \u201cHow\u2019s it going?\u201d \u201cOkay.\u201d \u201cHow can I help you.\u201d \u201cI\u2019m good.\u201d \u201cGood meeting. Let\u2019s get coffee.\u201d Those types of conversations give your direct reports implicit approval to do what\u00a0they\u00a0<\/em>think is best whether is supports your organization or not.<\/p>\r\n\r\n\r\n\r\n

Fear of rejection has deep roots in our psyche. Pulling out those roots requires a lot of self-reflection, journaling is a great tool for that, coaching and a mindset shift from accountability conversations being about \u201cconflict\u201d to being about \u201csupporting\u201d your direct reports.<\/p>\r\n\r\n\r\n\r\n

Third, is low self-worth. This belief\u00a0 system<\/a> typically manifests as enabling bad fit employees by accepting excuses for their poor behavior. For example, \u201cI didn\u2019t get my calls in this week, but I haven\u2019t been feeling well.\u201d \u201cThat\u2019s okay. I know you tried hard.\u201d Because you don\u2019t value yourself your mindset ends up in \u201cwhy bother\u201d land as in \u201cWhy to bother with accountability? It doesn\u2019t make a difference.\u201d Any attempts at holding your direct reports accountable are likely to be false starts that leave you unsatisfied, with a reinforced low self-worth belief, and your direct reports frustrated.<\/p>\r\n\r\n\r\n\r\n

Rising out of a low self-worth belief starts with you being accountable to yourself for a short period, typically two weeks to one month. During that time set small, achievable goals that you celebrate achieving and which build momentum to pull up your self-worth and give you the courage to hold others accountable.<\/p>\r\n\r\n\r\n\r\n

Holding your direct reports accountable is simple, but it\u2019s terribly difficult if your beliefs cripple your mindset and behaviors before you start.<\/p>\r\n\r\n\r\n\r\n

Want to learn more? Get your copy of our latest book and learn the best practices for sales leaders.\u00a0\u00a0<\/a><\/strong><\/p>\r\n","protected":false},"excerpt":{"rendered":"

Holding your people accountable is simple. In working with sales leaders around the world, accountability isn\u2019t easy because those leaders possess one of three self-limiting beliefs that cripple their accountability program. First, and most common, is a need for approval. To paraphrase one of David Sandler\u2019s rules, \u201cLeadership is not a place to get your…<\/p>\n","protected":false},"author":22,"featured_media":11470,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"footnotes":""},"categories":[1120],"tags":[1081,1033,1134,1035,1049],"class_list":["post-11469","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","tag-accountability","tag-leadership","tag-leadership-development","tag-management","tag-sales-management"],"acf":[],"yoast_head":"\nThree Beliefs Leaders Have That Cripple Accountability | Sandler Training<\/title>\n<meta name=\"description\" content=\"Holding your people accountable is simple. 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