ON LEADERSHIP: Is your accountability problem really a coaching problem in disguise?

Leaders can often be heard lamenting about the lack of accountability among their workforce.  If you believe members of your team are not being accountable for their work, wouldn’t a logical conclusion lead you to providing that employee with feedback?

Yet, surprisingly, Gallup research reported 47% of workers received feedback from their manager “a few times or less” in the past year, and only 26% of them strongly agree that the feedback they receive helps them improve their work.

This alarming statistic begs the question:  Could a company’s accountability problem actually be a coaching problem in disguise?

Feedback serves as a powerful tool for growth and development.  It allows employees to gauge their performance, identify areas for improvement, and make necessary adjustments.  However, if employees aren’t receiving regular feedback, there is a huge disconnect and it will be hard to hold them accountable.   After all, you can’t hold them accountable if you haven’t told them they aren’t meeting your expectations.

Solving the Coaching Problem

To transform an accountability problem into a coaching opportunity, organizations must take proactive steps to address the feedback disconnect.  Here are a few strategies to consider:

Foster a Coaching Culture.  Many companies focus heavily on evaluations rather than coaching.  Feedback is seen as a mere formality, delivered during annual performance reviews, and lacks ongoing support.  Without a coaching culture, employees miss out on timely and constructive feedback that can enhance their skills and job performance.

Develop a culture which encourages continuous learning and growth with a regular coaching process.  Incorporate regular feedback sessions, coaching workshops, and mentorship programs to provide employees with ongoing support and development.

Provide Timely, Specific Feedback.  Vague and general feedback fails to provide employees with actionable insights.  When feedback lacks clarity, employees struggle to understand what they are doing well and how they can improve.  Without specific guidance, it becomes challenging for employees to align their work with the organization’s expectations.

Encourage managers to deliver feedback in a timely manner, ensuring it is specific, actionable, and focused on both strengths and areas for improvement.

Develop Coaching Skills.  This might be the most important strategy.  In my experience, most managers aren’t skilled in how to provide effective coaching.  Invest in development programs to equipment managers and leaders with the proper tools and techniques.  Skills such as active listening, empathy, and questioning techniques can foster a positive and collaborative work environment.  And be sure to model this behavior from the top down!

Encourage Two-Way Communication.  Feedback is not a monolog.  It’s a dialog.  Encourage employees to share their thoughts, concerns, and ideas.  Create an environment where open and honest communication is valued, fostering psychological safety for employees to express themselves.

Whenever I conduct workshops and ask participants whether they would want someone to provide supportive feedback and coaching if they were doing something ineffectively, 100% have responded “yes.”

If you want your accountability problem to subside, focus on creating a strong feedback and coaching culture.  Because your accountability problem might just be a coaching problem in disguise.

Joni S. Naugle is the founder and president of Naugle Associates LLC, Reading, where she works with clients on leadership, strategy and organizational effectiveness. She leads executive peer groups through an alliance with Vistage Worldwide.