Question 1: Explain how you established expectations.
You did establish expectations, didn’t you? Or did you assume. . .
Were the expectations you established clear? How do you know?
Were the expectations understood? How do you know?
Were the employees agreeable to the objective(s) or task(s) at hand?
Question 2: Explain the follow-up process you established.
What was the follow-up process you established? Did it include when and howfollow-up would occur?
Were there interim follow-up initiatives to monitor progress and show support?
Early progress can provide energy to see a project through completion. Were there any metrics in place to measure progress?
Did you take advantage of the follow-up opportunity to coach, mentor, and influence behavior?
Question 3: How did you link expectations to rewards and consequences?
What were the rewards for employees who met expectations? What were the consequences for employees who didn’t meet expectations?
How are employees who perform recognized or rewarded?
What are the consequences for employees who under perform or don’t perform at all?
Some people are more receptive to external motivation. Even though they are doing a job for which they are paid, have you or have you considered offering external motivation?
Are you consistent with your approach?
It’s no wonder why getting things done and holding employees responsible for getting things done is tricky business. The fact of the matter is, though, things need to get done. Effective execution demands accountability. Accountability begins with holding yourself accountable for your leadership role in execution. And then holding your employees accountable as well. When effective execution occurs as a result of diligently holding yourself and others accountable, Everybody, Somebody, Anybody, and Nobody will thank you for it.