Crucial Accountability Buchzusammenfassung - das Wichtigste aus Crucial Accountability

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Zusammenfassung von Crucial Accountability

Name: Crucial Accountability
Rating: 4.5 (107 reviews)
Author: Kerry Patterson

Kerry Patterson

Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior

4.5 (107 Bewertungen)

11 Min.

Inhaltsübersicht

Crucial Accountability
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What’s in it for me? Learn how to handle accountability problems effectively!

Do you have a colleague who’s always missing deadlines? Or a partner who seems to ignore simple requests, like taking shorter showers to lower the water bill? Well, you’re not alone. Day in and day out, people around the world are disappointed by others who fail to keep promises or meet expectations. When this happens, you’re presented with a choice; speak up and hold the person accountable or suffer in disappointed silence. Unfortunately, most people opt for the latter simply because they don’t know what to do, or they’re scared of creating a bigger problem.

But fortunately, these blinks provide the tools to help the silent majority tackle their accountability issues without breaking a sweat or relationships.

In these blinks, you’ll learn

how to tell if you should speak up;
the fundamental mistake we all make; and
when coping is the best choice.

Choose the issue you care about most, and consider whether it should be addressed.

Consider this scenario: you’ve asked your boss for a well-deserved raise several times. Each time he’s promised to make it happen and each time he’s gone back on his word.

Understandably, you’re frustrated. And this feeling intensifies when he singles you out in a meeting to ask that you stop nagging about the raise. When you privately approach him about this public berating, he scoffs that you’re wasting his time and walks off.

Not only has your boss repeatedly broken a commitment, but he’s also disrespected you in front of colleagues and dismissed your valid concerns. You strongly feel that he should be held accountable for his behavior, but where do you start?

The key message here is: Choose the issue you care about most, and consider whether it should be addressed.

Like many things, accountability issues are rarely simple and straightforward. They tend to come in complicated bundles. Before holding an accountability discussion, it’s important to identify the various problems and decide which is most important to you. To do this, think CPR – Content, Pattern, and Relationship.

Here’s an example: the first time a teenager comes home late, the content of breaking curfew is a problem. If she promises to stick to the rules but doesn’t, there’s an additional issue – a pattern of rule-breaking. Let’s say father and daughter discuss the pattern, and there’s a renewed commitment to the rule. But days later, she breaks curfew again. At this point, her father can’t trust her, which means the negative effect on their relationship is yet another problem.

In addition to considering the content, pattern, and relationship, we need to think of consequences and intentions. So, in our father-daughter scenario, the father could be upset about the potential consequences of staying out after curfew, which can be dangerous for a teenager. Alternatively, he might be frustrated by what he assumes are his daughter’s intentions – that she could be breaking the rules just to aggravate him.

After listing all the associated problems and pinpointing what matters most, you’re ready to schedule a chat, right? Well, not quite. You need to decide if the issue actually warrants a conversation.

There are many clues that your accountability issue should be addressed. If you feel hostile towards the other person, you should definitely bring the issue up. Ditto if your conscience is nagging you. But what if you’re avoiding the conversation because you feel helpless, or fear making things worse? This too is an indication that you should speak up – and the following blinks will explain exactly how.

Create the right climate for an accountability discussion by avoiding assumptions.

Imagine that a man wants to discuss a promise that his girlfriend has broken. However, the discussion heads downhill within seconds. Before he even speaks, he’s fuming. And when his words finally come, they’re explosive. As far as he’s concerned, she’s a terrible partner who had no intention of keeping the promise.

From his girlfriend’s perspective, she has a good reason for letting him down, but his hostile approach triggers an equally hostile response. The two quickly start a shouting match.

Make others feel safe by showing respect and establishing a shared purpose.

Think about this for a moment: a friend wants to discuss something important that you let slip. What feelings come up for you?

Chances are you feel anxious. Maybe you feel bad that you disappointed a good friend. You might even wonder if you’ve jeopardized the relationship. Basically, you feel unsafe. The same goes for anyone who’s confronted about an infraction. When people don’t feel safe, they either become silent or defensive, which leads to an unproductive conversation.

To motivate a change in behavior, explain the natural consequences.

Have you ever asked yourself, “Why would anyone do something like that?”

Well, you’re about to learn the answer.

Help someone be more accountable by working together to remove barriers.

Let’s say Michael, a dedicated executive assistant, is tasked with putting together a crucial monthly report for his manager. This report is important for updating the higher-ups, so delivering it on time is essential.

Michael welcomes this responsibility and eagerly works on the report each month. But there’s a problem. To complete the task, he needs input from his colleague Anika, who rarely provides the information on time. As a result, he often delivers the report late.

Stay flexible enough to handle unexpected challenges.

Wouldn’t it be great if everything went according to plan? Unfortunately, that’s not how the world works, including accountability conversations.

Sure, you can go in ready to motivate and problem-solve, knowing exactly what you want to discuss. Then, out of the blue, something unanticipated pops up – an even bigger problem, maybe, or an explosive reaction from the other person.

End accountability discussions by agreeing on a detailed plan of action.

Remember Michael, the hard-working executive assistant we met earlier? He was struggling to meet deadlines because his colleague, Anika, wasn’t sending the necessary information on time.

Well, determined to get to the bottom of the issue, his manager has a conversation with both Michael and Anika. She speaks to them respectfully, uncovers the different problems, and stresses the importance of delivering the report on time. Satisfied that the issue has been addressed, she ends the conversation with high hopes of receiving the next report before the deadline.

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Worum geht es in Crucial Accountability?

Crucial Accountability (2004) tackles the often tricky issue of addressing broken promises and unmet expectations. The book shares tools and steps for holding friends, family, and colleagues accountable for their actions, and enabling them to fulfill commitments and meet future expectations.

Wer Crucial Accountability lesen sollte

Managers fed up with missed deadlines
Friends and partners frustrated by broken commitments
Parents who want to teach their children accountability

Über den Autor

Kerry Patterson is a communication, organizational behavior, and corporate training expert, and a co-founder of VitalSmarts, a leadership development company.

Joseph Grenny is a leading social scientist and consultant in the field of business performance, and a co-founder of VitalSmarts.

Ron McMillan is a social scientist, consultant, and speaker on the topics of corporate culture, organizational change, and interpersonal relationships. He’s a co-founder of the Covey Leadership Center and VitalSmarts.

Al Switzler is a business communication expert, consultant, and co-founder of VitalSmarts. He’s worked with hundreds of organizations and served on the faculty of several universities, including the University of Michigan and the University of Kentucky.

David Maxfield is a leading researcher in interpersonal skill development. He completed doctoral work at Stanford University, where he received the Dean’s Award for Innovative Industrial Education.

Together, Patterson, Granny, McMillan, and Switzler are the co-authors of the New York Times best seller Crucial Conversations.

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