Situation: A new CEO of a small company finds it difficult to hold people accountable. To her, delivering criticism feels like delivering “bad news.” This makes her feel uncomfortable, so she hesitates and often takes care of tasks herself. This cuts into her planning and strategy time. How do you hold people accountable?
Advice from the CEOs:
- This may be a question of semantics and the view of the task.
- From a big picture standpoint, real bad news is saying “you’re fired!” By comparison, providing input to correct behavior or results is minor. Consider it coaching instead of bad news.
- Consider the other person. Constructive feedback is positive. It communicates care about them as a person and their future within the company. It expresses a desire that they do well, and that the CEO is willing to take the time to help them.
- The CEO’s job is to captain the ship that the team serves. When the CEO “does it herself” instead of providing coaching to others, she has abandoned the wheel. It also suggests that others aren’t up to the job.
- Step back and look at the CEO’s big picture.
- Nobody expects immediate perfection. The CEO position was offered because others judged the person as ready for it. They know from experience that learning management takes time.
- However, they also know that becoming CEO requires giving up past responsibilities. The job is to coach others to perform to company standards.
- What immediate steps can be taken?
- Prioritize management time over task time.
- When a team member’s work needs correction, do this with them. Show them how to correct the work. Coach them to the proper standards. Assure that they are clear on why and how to complete the work.
- This is a double win – getting the job done in less time (for the CEO) and helping the team member to complete the work correctly the next time.
- The CEO’s position is not as a resource. The role is to develop resources. This is the new value to the firm, the justification for the CEO’s salary, and the key to future success.
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