Broken promises, missed deadlines, poor behavior--they don't just make others' lives miserable; they can sap up to 50 percent of organizational performance and account for the vast majority of divorces. Crucial Accountability offers the tools for improving relationships in the workplace and in life and for resolving all these problems--permanently.
Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behav
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Talk like this often precedes a request for someone else to intervene and solve a problem, or it comes attached to a list of reasons why that problem will persist. Inexperienced leaders lack the tools to effectively address problem behaviors with their counselors, but this can be overcome through training. Equipping new leaders to navigate high stakes conversations with confidence builds stronger leaders and improves the relationship between counseling and leadership staff at camp. Those leaders will deal with violated expectations earlier, discuss disappointments without encountering defensiveness, and solve accountability problems without damaging friendships.
Among the most useful accountability tools we use is the CPR model. The first conversation is about the content (C) of what went wrong. When a counselor is late showing up to an activity, the conversation the leader has with the counselor emphasizes the importance of being on time, reviews the schedule, and asks the counselor to commit to arriving on time in the future. If the problem persists, the next conversation addresses the pattern (P) that is developing. Now that the counselor has arrived late to an activity again, the leader shifts the focus of the conversation from not knowing the schedule to concern about whether the counselor is able to correct the problem. Repeated tardiness to the activity is not acceptable, and a skilled leader will address the problem behavior in addition to highlighting the pattern that appears to be developing. The third conversation addresses the impact on the relationship (R) that is resulting from repeated broken promises. It's no longer about a counselor showing up late to an activity; we're now questioning whether he has the integrity or character to follow through with his promises and commitments. This model holds counselors accountable for doing what they know is correct and organically increases the severity of the supervisor's response to an undesired behavior.
REFERENCESDweck, C. (2006). Mindset: The new psychology of success. New York, NY: Random House.Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2013). Crucial accountability: tools for resolving violated expectations, broken commitments, and bad behavior, Second Edition. New York, NY: McGraw-Hill Education.Patterson K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial conversations: Tools for talking when stakes are high. New York, NY: McGraw-Hill.
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