We set the scene…

In one particular firm, the manager was rather lax in expectations. Being a sales driven company, the focus was only on the bottom line dollars, not on how they were brought in. What this created in house was very little reason for excellent achievement.

 

The Observations…

There is a fine line between micro-managing and clear accountability. Accountability means someone cares when you do or do not do what you are asked and expected to do.

One inside sales person would hide in the warehouse for hours under the pretense of looking for some obscure item, while others were then laden with all the incoming calls. Neither was reprimanded nor rewarded. This created resentment and lethargy. Why perform when no one cares? Why not hide out myself?

Consider a Different Scenario…

Either selection of a different person to manage the inside sales staff, or clear criteria for their jobs was called for. Indicating what is expected of someone along with measurable results give people the option of excelling with the accompanying sense of accomplishment, or the opportunity to find a more suitable occupation elsewhere.

Clues to the Potential Problem…

A measurement of the underlying resentment in the office would offer the information needed to see there was a problem of accountability. Resentment gets projected outward to other co-workers and clients.

The Takeaway…

Do not take anything for granted, such as a person will do what they need to do to get the job done. Clear expectations as to the exact job, with room for personal achievement and unique methods of accomplishing that job, create a strong sense of accountability. Those boundaries are necessary and beneficial to the group and the productivity of the company.