Why Accountability Starts With Clarity.”  

Part 1 of a 3-Part Series

One of the most common complaints I hear from lawn, tree, and landscape company owners is:

“My people just aren’t accountable.”

Maybe.

But before we blame the employees, I always ask a more uncomfortable question:

Accountable to what?

Many owners and managers believe they have clearly communicated expectations. In reality, the expectations often exist primarily in their heads.

  • The Owner knows what good production looks like.
  • The Account Manager knows what the client wants
  • The Production Manager knows how a property should look when the crew leaves.
  • The Lawn Care Manager knows what an acceptable callback rate should be.
  • The Tree Care Manager knows what the crew should produce in a day.

But do the employees know?

And more importantly, could they explain it back to you?

…Accountability Starts With Clarity

You cannot hold someone accountable for an expectation they don’t clearly understand.

  • “Do a good job” is not an expectation.
  • “Work faster” is not an expectation.
  • “Take better care of the customers” is not an expectation.

These are wishes…

…A clear expectation is specific and measurable.

Instead of telling a Lawn Care Technician to “improve quality”

…Establish a callback target of less than 2%.

Instead of telling a Landscape Crew Leader to “be more productive,”…

…Establish budgeted hours for each property and review actual performance.

Instead of telling an Account Manager to “take care of the clients”

…Establish client retention, response time, property inspection, and enhancement sales expectations.

Specific expectations create the foundation for accountability.

Define What Success Looks Like

Every employee should be able to answer three questions:

  1. What am I responsible for?
  2. How is my performance measured?
  3. What does successful performance look like?

Ask your employees these questions…                                                                                                 

                …You may be surprised by the answers.

I have conducted enough organizational assessments to know that management and employees frequently have very different views of what is important.

  • Management believes production is the priority.
    • Employees believe getting the route completed is the priority.
  • Management believes quality is critical.
    • Employees believe avoiding customer complaints means quality is acceptable.
  • Management believes equipment care is part of the job.
    • Employees believe equipment problems are the mechanic’s responsibility.

These disconnects create frustration…                                                                                                

                            …And then we call it an accountability problem.

One Person Must Own the Result

Here’s another common accountability killer:

“We’re all responsible for it.”

No, you’re not.

When everyone is responsible, usually nobody is accountable.

Every important result should have one clear owner.

  • The Production Manager owns production efficiency.
  • The Lawn Care Manager owns callback performance.
  • The Fleet Manager owns equipment readiness.
  • The Account Manager owns client retention.

Other people may help. Other departments may support the result. But one person must wake up every morning knowing:

“That number belongs to me.”

Ownership changes behavior.

Put Expectations in Writing

If an expectation matters, write it down.

  • Job descriptions should identify responsibilities.
  • Scorecards should identify measurable results.
  • Standard Operating Procedures should identify how work is performed.
  • Quarterly priorities should identify major initiatives.
  • Meeting action items should identify commitments and due dates.

Don’t build an accountability system based on memory.

Because when a commitment is missed, you will hear:

  • “I didn’t know that was my responsibility.”
  • “I thought Steve was handling that.”
  • “I didn’t know you needed it by Friday.”
  • “I didn’t realize it was that important.”

Sound familiar?

The Manager’s Accountability Test

Here’s a simple exercise for your next leadership meeting.

Select five key positions in your company.

For each position, write down the five most important results that person is accountable for delivering.

Then ask the person in the position to do the same exercise.

Compare the lists.

If the lists don’t match, you don’t have an employee accountability problem…

         …You have an expectation problem.

The Bottom Line

Accountability doesn’t start with consequences.

It starts with clarity.

Before you begin holding people accountable, make certain they clearly understand what they own, how success is measured, and what successful performance looks like.

  • Stop chasing people.
  • Stop reminding everyone.
  • Stop assuming, they know.
  • Define the result.
  • Assign one owner.
  • Establish the measurement.

That’s where accountability starts…

         …Because you can’t hold someone accountable for a finish line they can’t see.

Be well, do good work, and keep in touch.

Fred

To Learn More Contact Fred at TrueWinds Consulting

[email protected]      

(619) 665-7854