It’s year-end which means more than just the annual quest for the perfect tree and crawling lines at the post office. Performance reviews–that affect raises and bonuses–are also part of the season. The Career Journal (registration may be required) gives six tips for ways to best prepare for your review. Keep these tips in mind and there may be something extra in your stocking.
Planning to travel this holiday season? If so, you’re also probably one of millions of Americans who are dreading the airport security lines – I know I am. As I gear up for my holiday travel and remember so many of my own frustrating trips through airport security, I can’t help but think about accountability at the airport.
It’s been several months since the TSA carry-on regulations took hold, so why are some travelers still confused? I think it’s time to take a closer look at the TSA, as a real-world case study for creating conditions of accountability about what is and what isn’t allowed through airport security.
Creating the conditions of accountability is necessary in any organization for getting people to do the things they need to do – whether it be complying with SOX or with carry-on luggage regulations. As outlined in the article, “How to combat a culture of excuses and promote accountability,” we believe the root cause of many accountability problems can be uncovered by asking four questions at the core of accountability:
Replace “employees” with “travelers” in these four questions, and you’ve uncovered a major problem: the TSA isn’t creating conditions of accountability. Let’s look at the first question – are expectations around the regulations clear to travelers? No. We’re constantly hearing different things: no liquids allowed; only three ounce containers are permitted; zip-top sandwich bags only; no fold over or gallon size bags…it gets confusing.
The TSA, like all other organizations, is responsible for establishing the conditions of accountability – and we believe the first step to making this happen is to clearly communicate the expectations around liquid, gel, and aerosol restrictions. But this will only solve part of the problem. The expectations around the regulations must also be credible and reasonable, and travelers must anticipate the positive and negative consequences following performance or non-performance.
If the TSA had only established the conditions of accountability at airports, we’d all be happy travelers this holiday season.
Who hasn’t mourned the bright idea that was never heard? Or fully understood? It’s cause for lament because you know if nobody listens, then your idea won’t be adopted, advocated for or acted on, and that means your idea is doomed to distinction. Aside from selecting the right audience, equip your message with tools it needs to dodge competing messages and cut through life-ending clutter—make it sticky.
Brothers Chip (psychologist) and Dan (education expert) Heath count five components of all sticky messages in their book Made to Stick: Why Some Ideas Survive and Others Die. Mounds of social science research support their claim that sticky messages are presented as:
Time Magazine explains more here.
When two clocks tell different times, people don’t know which time is correct. In organizations, when two clocks are set to different times, you’ll get an à la carte approach to punctuality. Similarly, when leaders operate with the equivalent of two different clocks—when their words send one message and their actions another—they risk that employees will pick and choose behaviors when they’re convenient. Dual clocks is a useful metaphor; it explains why eliminating ambiguity is the best way to ensure accuracy. In the same way that employees tardy to a meeting or late on a deadline may use the slow clock to their advantage, unclear expectations almost sanction employees’ breach in policy. While a laidback observance of hours and minutes may not land you in the slammer, negligent adherence to a code of conduct can.
The finest way you can ensure strict devotion to policy is to be explicit and transparent. Direct reports look to their managers to translate the barrage of messages that come down the pike. We advise leaders to “walk the talk” because it sends the clearest message. Sending explicit, transparent and consistent messages means you never give anyone a reason to question where you stand, which is exactly what you want when it comes to your company’s policy on ethical conduct.
Blogs are one area where companies are taking measures to provide employees with clear expectations about what is and isn’t acceptable. Here’s what Dell is doing to establish straightforward standards for online communication between representatives and customers.
By making expectations explicit and transparent, Dell is closer to guaranteeing that its company, customers, and shareholders are safe. Its online communications policy makes known what is acceptable; even better, it links with other company policies, which builds in redundancy and gives employees more context for policies in the larger organization.
What’s the best way to ensure everyone is on time? Use one clock. And the best way to guarantee ethical conduct? Be explicit and transparent.
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