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Accountability Process:  R.E.V. Three Steps to Help Leaders Improve Productivity

Podcast #19 R.E.V. Show Notes

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Show Notes:

Overview of Episode #19. The following topics are covered: 

  • Kicking off a series on Accountability - will have 3-4 podcasts devoted to this topic
  • Key superior performance skill/attribute: Personal Accountability tools for looking for that skill in candidates.
  • R.E.V.  - A three Step accountability process. A mind map of things to consider as a leader – to help an employee get on track and to improve accountability.
  • Books Mentioned in This Podcast - complimentary audio book and support this podcast by using my affiliate link:  www.pricelessprofessional.com/audible
    - Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior, 2nd Edition
    - The Oz Principle: Getting Results Through Individual and Organizational Accountability
    - The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company
  • PDF Download of  the R.E.V. Accountability Process Questions

Timing on Recording: @ 1:30  ---

Topic 1: Why an Accountability Series and What a Culture of Accountability Looks and Sounds Like

Timing on Recording: @ 18:05  ---

Topic 2:  What R.E.V. Stands for and Why It Works...

  • R.E.V. Performance Improvement Process to build an action plan for this employee. Here are the steps we used:
          R. Remove Obvious Barriers  
          E. Expectations for Performance     
          V. Verify Job Fit
acccountability process
  • Why R.E.V. works:
    - Leader takes responsibility for his/her part by taking positive action
    - Gets the leader "into" the situation – instead of pointing blame and feeling frustrated
    - It demonstrates the skill of someone with strong personal accountability
    - It is a Mind map and thought process for determining next best action steps
    - Lays the ground work for future conversations so that they can be clear, direct, helpful and specific
    - Ensures accountability if steps are completed
    - Clears confusion – helps leader think objectively


Timing on Recording: @  24:25 ---

Topic 3:  R.  Remove Obvious Barriers:

  • Questions for Remove Obvious Barriers (R):

    -Does this employee have the right tools, experience and training to do the job?


    -Are there structural team or company issues getting the way?

    -Are you leading, managing and supporting the employee in the best and most effective way?
  • Actions Mike Decided to Take:

    1.    Provide more mentoring and training by having this employee spend a few hours a week shadowing a high performer, in the same role, at another location and scheduling him for relevant skill training.
    2.    Review processes for approval on ordering items – leader Mike has been a bottleneck around that.
    3.    Mike also – recognized his desire to control everything – and that he had not specifically given this new supervisor the authority to take action – micromanaging him, he vowed to give him more responsibility and the authority to take action.
    4.    Mike will review the DISC Communication Style Video and Style Cheat Sheet to adapt his communication style match this employee's style and needs.
    5.    Throughout Mike's career, including time in the military, he ALWAYS did exactly what his leaders asked of him. Lately, he's been frustrated with many of his younger employees who are not similarly motivated. To gain a better understanding of what today's younger workers need, he decided to listen to this podcast: How to Train and Retain the Millennial / Generation Y Employee for ideas on how to engage this person and the other Millennials on his team.

Timing on Recording: @ 30:44  ---

Topic 4: E. Are Expectations Clear?

  • Questions for:  Are Expectations Clear?

    -Does this employee clearly understand top focus areas and priorities in the job and have they been discussed?

    -Has the employee had the opportunity to help craft the actions and measurements for each performance area? (Getting the employee involved will improve his buy-in.)

    -Once performance expectations are in place, are employees held accountable to them? Are they reviewed regularly to check progress? 

  • Actions Mike Decided to Take:
    1.  He realized that the elaborate checklists he's been using, while accurate are probably overwhelming to someone new in the industry. He decided to create, with the employee, a Performance Dashboard of the top expectations in the job.
    2.  Mike committed to hold short employee accountability and trouble shooting meetings around Dashboard progress, success and trouble areas.
     

Timing on Recording: @ 37:23  ---

Topic 5: V. Verify Job Fit

  • Questions for: Verify Job Fit (V.):

    -Is this person a strong fit for the job? Does he match the style, motivators, personal skills, experience and future goals required for success in the job?
  • Actions Mike Decided to Take:

    1. This employee may or may not be a great fit for the job. He will revisit this area in three to six months.
    2. If at that time:
        ---performance has decreased or stayed the same, Mike will take official Company Action Plan and Discipline steps toward termination. 
        ---performance has only slightly improved, Mike will consider having this employee participate in the assessment and coaching process to determine job fit and next-step specific development actions.

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Books Mentioned in This Podcast
Get a complimentary audio book and support this podcast by using my affiliate link:  www.pricelessprofessional.com/audible
- Crucial Accountability: Tools for Resolving Violated Expectations,
Broken Commitments, and Bad Behavior, 2nd Edition
- The Oz Principle: Getting Results Through Individual and Organizational Accountability
- The Amazon Way: 14 Leadership Principles Behind the World's Most Disruptive Company

Handout Mentioned:
PDF Download of  the R.E.V. Accountability Process Questions

Related Service:
Short- Term Leadership Coaching – Using TriMetrix

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