Strategy Seven: Accountability and Urgency

KEN KELLER SCVBJ Contributing Writer

Having a great strategy is just 20% of winning; often overlooked is the importance of execution, responsible for the rest of what it takes to be successful (80%).

Watch any sporting event; it can be football, soccer, tennis, baseball, basketball, hockey, golf, bowling or racing, the winning team or the individual who is declared the champion, executes better than the competition.

One of my bosses left our mutual employer for another company. My company sold products with a long-shelf life and my former boss switched to company selling highly perishable products.

Each morning his CEO gathered everyone, in person or on the phone, and shared the daily company sales goals by category. The CEO then asked each sales person: “How much beef, chicken, turkey, pork and seafood are you going to sell today?”

Late each afternoon, the CEO asked, “How much beef, chicken, turkey, pork and seafood did you sell today?”

This process never changed. Because the accountability was public, and the sense of urgency at the level of a “Def Con 1” the turnover in sales was very high. But despite the turnover, the company was successful because the CEO understood, that to win, a system of formal accountability and a daily dose of urgency, was essential.

If you want a better year, both accountability and urgency need to become part of the culture of your company. I’m not just talking about the sales team.

Fresh out of college, my son went to work selling home security systems. Leads were provided and the office leader followed up on each lead. But things fell apart on installations and setting up the new clients to be billed.

The individual responsible for the critical follow-on tasks lacked urgency. This person was not held accountable by the office leader. Deadlines were never set; no disciplinary action was ever taken.

Accountability should be public with a high degree of urgency

The salespeople, being paid on a eat what you kill basis, were held hostage by a disengaged employee. Installations were late, so were commission checks.

This is a cautionary tale I share with every CEO. There are employees in your company, more in number than you think, lacking both accountability and urgency. That’s on you, CEO. You own it.

These individuals are usually supervised by managers more interested in being friends or being seen as “nice” than accepting the responsibilities of being a boss. You own this too, CEO.

I’ve seen this in more companies than I can remember. Employees are not held accountable for getting work done because their manager was afraid to upset or anger the employee, because the employee had been employed for many years and despite not providing quality service to either their fellow employees or clients, nothing less than a stellar performance review was given, assuming that performance reviews were in fact, given to the employee.

If performance reviews were not given, the employee assumes that they in fact, walk on water because no one ever said anything differently.

If you want a better year, dear CEO, you need to address this situation. At the best performing companies, you will find a culture of Accountability and Urgency. The cure may mean letting people go. So be it. You own this too.

Ken Keller is an executive coach who works with small and midsize B2B company owners, CEOs and entrepreneurs. He facilitates formal top executive peer groups for business expansion, including revenue growth, improved internal efficiencies and greater profitability. Email: Ken.Keller@ strategicadvisoryboards.com. Keller’s column reflects his own views and not necessarily those of the SCVBJ. 