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Accountability

Deal Swiftly with Dishonesty
 1024 536 Brad Englert Advisory

You need to give your direct reports opportunities to be great; however, you also need to act if they are not honest. I learned later in my career to act sooner than later in these situations. Six months into a new role leading a large organization, one of my team leaders was withholding critical budgetary information on a $32 million construction project. I assigned Maggie, an experienced project manager, to help this team leader organize the financial data. When I confronted him, he admitted to concealing the data from me. Worse, he was not a team player. His team would randomly make changes without notice, which would negatively impact the work of customers, my other team leads, and my peer colleagues in other departments. On multiple occasions, I directed him to act, and he did not follow through. I then asked him to tell me beforehand if he did not understand what I was asking him to do, but he never did. Finally, I said, “You need to tell me if you are not going to do what is asked, so I can get someone else to do it.”

 

This was the first and only time I fired someone right before the winter holidays. Afterward, several startling gaffes emerged from his lack of oversight of the construction project and his team’s operations. The replacement team leader was light years more capable and always a straight shooter.

 

Be open and honest with your team leads, and encourage two-way communication. Establishing values, setting expectations, and instituting mutual accountability can be achieved by articulating the values of the organization, making sure your direct reports understand what is expected of them, providing timely feedback, and letting them know this relationship is a two-way street. When encountering dishonesty, take swift action. These are the steps to become an effective leader, and your direct reports will appreciate it.

Setting and Managing Expectations — Part 2
 1024 536 Brad Englert Advisory

The firm once asked to lead a massive administrative reengineering program at a top public research university. The program was behind schedule and over budget. However, based on an independent consultant’s review and assessment, we had all the elements for success. I was asked to lead the program restart, which would begin in October and take at least a year.

 

When I had lunch at the faculty club with the provost and the chief financial officer, I said, “This role is a wonderful opportunity, and I’m certain we will be successful. However, I promised my wife and two boys that we would take a three-week vacation in June to Australia, where I was an exchange student in high school. I cancelled the trip last year because of work obligations and missed my 25th class reunion. Now passports are in hand, plane tickets have been purchased, and I cannot cancel again or risk another disappointment at home.” The CFO and provost said they understood and agreed.

 

By April the following year, the team had successfully achieved another major milestone, and the program was on budget and on schedule. During the monthly status meeting in May with the president, the CFO, and the provost, I reported that the program was on track and going well, reminding the president that I would be out of the country in June and that Debbie, one of my direct reports, would be in charge.

 

The president’s face blanched, and his hands started shaking. As I opened my mouth in slow motion to cancel my vacation, the CFO interrupted me and said, “Hold on, Brad. Mr. President, when Brad joined us, the provost and I agreed that he would be able to take this long-planned vacation. It is very important to him and his family. He says this is the best time to be away from the program, and we trust him. We should honor our commitment.”

 

The president agreed, and Debbie did a great job. Nine years later, at dinner with the CFO and our spouses, we recounted that story. He shared, “The provost and I were scared to death while you were away!”

 

In order to meet the expectations of executive leaders, you need to agree on the objectives, scope, timing, staffing, and budget at the beginning of an initiative. Use your words to set expectations to establish work–life balance.

To meet the expectations of leaders, you need to agree on the objectives, scope, timing, staffing, and budget at the beginning of an initiative to establish work–life balance.