7 Questions That Lead to Better Results
I’m going to say something that might be unpopular (shocker!), but hear me out…
I believe people like being held accountable.
Why? Well, a couple of reasons, but let me unpack something first…
Whenever I bring up accountability, people think of it as a veiled defense for micromanagement, but there’s a big difference between the two.
Micromanagement is unilateral. “I told you to do this, and now I’m going to look over your shoulder until it’s done.”
Who likes being treated that way?
I know that as a manager, you’re accountable to the result, but constant checking in without offering any assistance demonstrates a lack of trust in the people you’re managing. You don’t need me to say this, but don’t be that person.
My clients have seen great results already, even in the early stages of adopting this approach. A funny thing happens when you do the work, and a collaborative approach enables more of that work to get done. No micromanagement necessary.
Accountability is collaborative. You’re working together to reach an outcome that’s important to you both. “Hey, I know this task was important to you to complete. Did you get that done?”
That’s a totally different vibe…
Once you understand the difference, you can more comfortably hold people accountable without worrying about worrying about being the overbearing micromanager. That’s going to help tremendously, whether you manage a team of people, or you just need to collaborate with others (including clients and customers) to get things done. Because, as I mentioned above…
People like to be held accountable.
They like it because it shows you care. They like it because they feel less alone in what may be a difficult task or process. They feel they have someone to lean on or bounce ideas off of. They feel like someone else would miss this work if it wasn’t done.
If you can tap into that, you’re going to see tremendous results with a TON more engagement and buy-in to your projects and sales results. Accountability is what makes teams really work.
Yet, it’s sadly something I see missing from most organizations. People are so terrified of being labeled micromanagers that they’re afraid to make sure the work gets done.
Over the last couple of months, I’ve been helping a client break their teams into smaller pods for projects. I’ve advised them to meet every couple of weeks as a group to enhance communication, reduce redundancies, and you guessed it, increase accountability. I came up with a this seven-question framework for the team leaders to run the meetings.
1. How did it go since last time?
What got done? Did you accomplish what you thought you could since the last time we met? No judgment here, just an assessment of the current state.
2. What went well?
Gimme the wins! Leading with the wins sets a positive tone for the meeting and doesn’t allow for them to be buried beneath or behind the struggles.
3. What didn’t go well?
What came up that you didn’t expect? What was the obstacle that got in the way?
4. What’s the next step?
What are you saying you will accomplish before the next meeting? What can we hold you accountable for? Even team meetings should have calls to action.
5. When will that be accomplished?
By our next meeting, by a certain date, etc.
6. Do you have what you need?
This is a key question. It forces you to run a brief needs analysis before the next step is undertaken. This is a game-planning stage that most teams blow past because it’s just easier to assume that everything’s in place. Do you need a plan? Do you need a tool? Do you need an introduction from someone in your network? Do you need more time and fewer unproductive meetings?
7. How can I help?
This question underlies the fundamental difference between accountability and micromanagement. You’re not just telling them what they need to do and asking for status updates. You’re showing support and a willingness to dig in and help. This is what it means to be on a team.
How long these these meetings take depends on the scope of the project and the frequency of the meetings. For routine pipeline/sales process, updates one or twice a month, they don’t need to last more than 30 minutes.
As you adopt this framework and work through it regularly, you can actually share your answers in a document before the meeting. Participants can prepare ahead of time, and be ready with suggestions. This will speed things along.
Remember, this is a survey, not a deep dive. If you need to go into something specific (like that planning meeting, or coaching through a difficult obstacle), work together to find some time on your calendars to do that.
Give both of those appointment types the necessary time and space they need in order to make an impact. Nobody has enough time waste any of it. If you don’t have time to do it right you definitely don’t have time to do it twice, but that’s another topic for another piece…
My clients have seen great results already, even in the early stages of adopting this approach. A funny thing happens when you do the work, and a collaborative approach enables more of that work to get done. No micromanagement necessary.
What do you think? What did I miss? Is this worth giving a shot? Join the conversation in the Rethink The Way You Sell Community.
Jeff Bajorek
Real. Authentic. Experience.
There’s a big difference between knowing how to sell and being able to. Jeff Bajorek spent over a decade in the field as a top performer. He’s been in your shoes. He knows what it will take. He can help you succeed.
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