Accountability Run Amok—When Good Intentions Succumb To Bad Judgment

Think you can’t be fired for being accountable?  Think again.

A string of historic storms leaves hundreds of thousands of utility customers without power.  The collateral damage associated with clean-up and restoration is far greater than the “Type A” utility president either understood or was willing to acknowledge.

The company president, who had never been short of confidence and had a history of micro-managing, chose to be the media spokesman.  While the president’s stated  intentions were honorable (wanting to model accountability to his troops) they ultimately proved disastrous.

The President’s ‘MO’ always was to make things happen.  True to form, he did.  He went on record with an aggressive restoration target with the media.  On the surface of things, he was being accountable.  The target however was missed…badly so in the eyes of public officials.  Media briefings quickly went from cordial to contentious.  The president conducted the media briefings more like an internal utility briefing than one for media types looking for a juicy controversy.  To say that the president proved to be over-his-head in dealing with the media is an understatement.

Compounding the company’s media relations problem, were the prickly relations that had suddenly developed with public officials over delays in clearing roads and such.  One police department threatened to hold the president responsible for fires made worse by the utility’s sub-par performance. Things got so bad, the governor became actively involved.

The media, sensitive to the public outrage over power being out for over a week in several areas, turned their wrath on the president. When the media smells blood in the water they predictably will take full advantage. Rather than reporting on the company’s extensive restoration efforts, the president then became the story.  Editorial writers, public officials, and citizen bloggers alike put a bulls-eye on his back. The company’s reputation and credibility have been compromised. It becomes a nightmare scenario…. exactly what the company didn’t want to have happen.

After the dust finally clears, the president is forced to resign. The outcome was predictable.

Where did this go wrong?

First and foremost was the president’s decision to act as the media spokesperson.  Despite the president’s likely denials to the contrary, he proved himself ineffective with the media….having neither the skills nor the experience.  He became an all-too-familiar figure on television and in newspaper pages.  Each additional briefing generated more questions than answers.  Adding to the difficulty was the pressure-cooker atmosphere.  This event was arguably one of the company’s most critical PR events in its history.  It is little wonder the president ultimately became known amongst the media as the ‘beleaguered spokesman’.

And would the president have made such a bold prediction on a service restoration date (a bad idea!) had he not been the spokesman?  My guess is that he wouldn’t.  The president’s nature was to be “large-and-in-charge” which typically required a big stage. It wasn’t his habit (or preference) to work through a surrogate—especially on an issue of this magnitude.  (Note: not meeting the promised service restoration date proved to be the beginning of the end for the president.)

So what prompted the decision?  Was it ego or his stated intention to model accountability to the troops? We’ll never really know!  For our purposes, let’s assume his motive was to model accountability.  That decision, however well-intended, was a by-product of bad judgment. The President’s skills and capabilities were numerous.  However handling the media wasn’t one of them! Ultimately his poor decision cost him his job.  Plus, it cost the company big-time—in the form of a tarnished reputation.

Accountability is paramount in high performing organizations, but it must be preceded by good judgment.  Charging into the proverbial mine field (being accountable…putting the team on your back)  with inadequate skills and experience is bound to make things worse, not better….just ask the (now former) President!

Getting Out Of Your Own Way

Mind-set #1 is about having a bias for results. Get results and you’ll be trusted.  Simple.  Naturally,    people say they hold this mind-set…after all, that’s what they feel others expect them to say.  But saying you’re committed and demonstrating it are two different things.  It’s when one’s buttons get pushed, when one’s comfort zone gets invaded that you really find out whether the commitment is real or faux.  Turning up the heat acts as the ultimate stress test…as you’ll soon out if you’re committed to really delivering results or not.

What happens when:

***the entrepreneur with a great new idea seriously questions whether they are the right person to bring the idea to fruition.

***the senior officer in the Fortune 500 realizes she’s about to hire someone smarter and perhaps more capable than she is.

***the managing partner who willingly steps aside to aid the ensuing merger with another firm.

Sometimes getting out of our own way is the very best thing we can do in bringing forth the best possible results.  It may require that we put our ego aside or lose control to a third party.  It may result in being relegated to the shadows, instead of the spotlight.  It may mean taking a short term financial hit.  It may just break our heart.  Know in the end it’s always few who take this less-traveled road.  They may not like it, but they do it anyway.  After all, it’s who they are—namely professionals.

Professionals Just Don’t Do That

A woman co-hosting  a call-in radio program chimes-in on a technical question from a caller.  She goes on at nauseam about the topic.  A different caller later challenges her conclusion.   After back-pedaling for what seemed like an eternity, the woman finally acknowledged she knew little about the subject.  It took guts for her to acknowledge that—but , for me, that experience was like fingernails on a chalkboard.

Professionals just don’t do that.

When faced with a similar situation, the professional would acknowledge that the question wasn’t  within their field of expertise and suggest an alternative person to talk to.

It’s usually ego that drives us to chime in when we shouldn’t.  Sure…we all want to look good…have credibility in the eyes of others…and more!   But portraying ourselves as an expert when we shouldn’t  will almost always backfire in the end.

Last week I mentioned I recently attended Keiretsu—a forum for entrepreneurs and investors to meet, collaborate, and perhaps put together a deal.  An investor asked a particularly insightful question of one of the entrepreneurs that put the entrepreneur on the spot—largely because it required some additional research.  Rather than wing it, the entrepreneur answered the portion of the question he could and asked for the gentleman’s card so he could follow-up on the remainder of his question.  That made big points with the investor.  The entrepreneur, who had already gotten off on the right foot, became even more impressive in the eyes of the investor.

The willingness to be vulnerable in the way this entrepreneur did is a sign of being comfortable in your own skin.  It’s keeping one’s ego in check (consistent with mind-set six) …a demonstration of maturity…a sign of being a trusted professional.

 

Loose Threads

Resisting the urge to pull on a loose thread can be tough for some of us. Lest you think today’s post is about fabric, it isn’t. Loose threads are interpersonal teases.

They occur in meetings when someone:

  • makes an innocent error on an inconsequential fact
  • pauses for a moment to gather their train-of-thought
  • says something provocative in a well-intended attempt to challenge people’s thinking

What do you do when this occurs? Pull on the thread or leave well-enough alone? Some pull on the thread—interrupting the speaker, asking an inappropriate question, filling a void in the meeting with our own ‘stuff’, or taking the conversation in an unhelpful direction. We tell ourselves we’re being helpful…

…but closer to the truth is we’ve been unable to resist having the last word or getting in our two cents. In other words, it’s about us—often a not-so-veiled attempt to show how smart or important we are.

In meetings this can be death—especially for the inexperienced or ineffective leader/presenter. How many times have we all seen meetings completely unravel because one or more attendees couldn’t resist the urge to pull on a loose thread or two? This is not only frustrating, but expensive too.

Professionals resist the urge to pull on loose threads, largely because they:

  • quickly turn from one into eight (people pile on)
  • knock the leader/speaker off their train-of-thought
  • are a catalyst in derailing a meeting’s momentum
  • are a sign of disrespect

Professionals aspire to master their emotions—especially when it comes to pulling on loose threads.

When To Take A Pass…

There’s an important prevention I sometimes use when facilitating critical group meetings. It’s a ground rule I call ‘No Me-Too Stories’. You’ve probably all experienced it. Someone tells a story in a group meeting. The story helps make the person’s point. Next thing you know, another person chimes in with their story. Then another. Rarely do the subsequent stories add much value—not adding much new perspective or insight. It’s just people expressing themselves—in the form of ‘me-too’ stories—that largely serve the storytellers own personal needs. The intentions behind the stories may be good and it may make the person telling the story feel good, but rarely does it help the group advance its objectives.Continue reading