Tactical vs. Developmental Accountability

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Из курса от партнера University of California, Davis

Designing and Implementing Your Coaching Strategy

17 оценки

University of California, Davis

Designing and Implementing Your Coaching Strategy

17 оценки

In order to be an effective manager in increasingly fast-paced and complex organizational environments, coaching skills to develop and get the best work out of employees has become essential. Throughout the Coaching Skills for Managers specialization, we’ve discussed many topics for improving coaching conversations with our employees. It is now time to put all of that theory and discussion into practice as you solidify your coaching philosophy, develop your coaching practice and agendas, and demonstrate mastery at handling everyday coaching conversations! Please take note that this course builds upon all previous courses in the Coaching Skills for Managers specialization. While not required, it is highly recommended that students complete or be familiar with the topics covered in those courses before taking this course in order to be most prepared for the assignments in this course. You will use the leadership point of view developed in Course 1 to articulate your coaching philosophy, and produce clearly defined expectations for people on your team, as well as Key Performance Indicators you will use to evaluate performance, building on your work from Course 2. You will use the techniques learned in Courses 3 to prepare for and practice coaching conversations, and use what you have learned to provide feedback to your other colleagues in this project-based course. By the end of this project-based course, you will have developed and refined your entire coaching strategy to roll out with your team. Specifically, you will be able to define your coaching philosophy and explain it to someone else, develop a tailored coaching practice along with coaching agendas for your team in alignment with your organization's goals, and have an effective and productive coaching conversation with those you supervise.

Из урока

Milestone 3: Demonstrate Your Ability to Coach Effectively

In this final module, it's time to actually prep for and have some coaching conversations. This is similar to the final peer reviewed assignment in Course 4: Coaching Conversations, which you can view as practice for this assignment. There are a few key differences between this assignment and that one, including a few additional requirements, chief among them being that you will need to have separate coaching conversations with 2 people (preferably those whom you supervise). This is a true test for yourself to see how far you've come in this specialization and will help you reflect on areas in which you're already doing well and areas where you still may need a little work. This module contains an overview video discussing key ideas to consider when working on the milestone, as well as some review videos from earlier courses in the specialization that should help you as you work on the assignments related to this milestone. Good luck!

Module 3 Overview10:55

Confirming Willingness to be Coached4:36

Coaching Algebra8:18

Tactical vs. Developmental Accountability8:59

Identifying Thoughts6:29

Acknowledging Strengths4:36

Coaching Tools15:42

Познакомьтесь с преподавателями

Kris Plachy
CEO and Founder & Instructor, Leadership Coach, LLC &
UC Davis Division of Continuing and Professional Education

[MUSIC]

Hi there.

In this segment we're going to continue our discussion about accountability by

going over the types of accountability that managers so

often find themselves having to deal with in their roles.

Specifically we're going to discuss tactical accountability,

developmental accountability and the differences between the two.

What I've done through my work is sort of pull apart those kinds of

conversations that are, some are easier and

some are more difficult depending on your perspective, right?

So I'm going to break them up into two categories.

And I have them listed as tactical accountability and

then developmental accountability.

Tactical accountability are those things that managers hold people accountable

to that don't require a lot of, Pre-work, if you will, on account of the manager.

So let me list what I'm talking about.

Tactical accountability are things like rules,

policies, sort of those non-negotiables that everybody in the organization knows.

When we're using or applying tactical accountability there's usually a short

window for improvement expected of the employees.

So for example, being late to work is tactical accountability.

You have scheduled work hours.

You're supposed to be in the office at 8.

You're not supposed to go home till 5.

If an employee continually comes in at 8:30 or 9,

that's a tactical accountability conversation.

That's a hey, you've been here late four times this week, it has to stop, right?

There's a short window of improvement time.

We don't think that's a big skill set that someone has to learn.

That's just, get better.

[LAUGH] Come to work on time, right?

Tactical accountability generally calls upon a directive management approach.

Which means, I am the manager,

you are the employee, I am going to tell you what you need to do to fix it.

So we're not doing a lot of development, it's just very directive.

This isn't really focused on improving skills or behaviors.

This is really just, you can't come to work late anymore.

You need to rectify that situation, right?

And lastly, this tactical accountability requires very limited effort on

the part of the manager, because it's usually so overt and so obvious, right?

People who are late to work, people who are misusing company resources,

people who are behaving in a way in the workplace that

is flagrantly a violation of a company policy.

These are just immediately addressed tactical accountability issues, okay?

Those are requirements of any manager.

You have to be able to have those conversations and

you can't get all caught up in it, right?

It's like, I gotta talk to someone about being late to work, I need to address it.

I will, I will hold them accountable for whether or

not they come to work on time moving forward.

It's not complicated,

I guess is the easiest way to sort of summarize tactical accountability.

Developmental accountability is the other half of this and

this one is more complicated.

This one, developmental accountability, is first and foremost about

holding our employees accountable to the expectations that we've set.

So you recall [LAUGH] that we set those expectations in our previous module.

And expectations are really guidelines for behaviors and

values that we all hold as a member of the team.

So if one of my expectations is to be honest, right,

which I used I believe in that module.

And then I have find out that I have someone on my team who maybe is fudging

the truth a little bit.

Maybe they're not overtly lying, but they're exaggerating.

Now that's not a policy that I can hold them accountable to, right?

But if I have communicated my expectations, I've documented them,

everybody has them.

I can have that conversation with that employee and say, I understand that

yesterday when we met, you exaggerated your position or your experience.

And you may recall that one of the expectations that I have of people

on my team is that we are honest with one another.

Exaggerating or

puffing up your answer is dishonest, and that's unacceptable on this team.

That kind of conversation is a developmental accountability

conversation, okay?

Coaching is developmental accountability.

Knowing that not just that I'm going to meet with you and talk to you about what

you need to do every week or every month, that's a briefing.

Coaching is here's the things that I know you want to get done,

you need to get done.

Let's look at what you're going to need to make that happen and

how can I help you improve.

It's a collaborative management approach.

So instead of it being directive,

which is what I outlined in the tactical accountability, collaborative management

approach sees the partnership between you and the employee and gives the employee as

much opportunity to make change as you are requesting of them, right?

This requires a lot more effort from you as the manager.

This is not just point to a policy and say, you can't do this anymore.

This is you being engaged and involved and having a substantive conversation.

There is always going to be a longer window for improvement here.

So if I am working with someone who has a tendency to exaggerate the facts,

that could be a behavior that they've had since they were seven years old.

And no one's ever really held them accountable to changing that behavior.

So it's probably not something that will happen overnight, but

if I'm invested in this employee I can probably help them make that change,

assuming they're invested as well.

And so this really is about developing performance overtime and

creating a sustainable performance organization overtime.

The tactical accountability is addressing something that happened today,

needs to stop, needs to change, needs to get better.

Developmental accountability is identifying something that isn't work

going well, that we need to work on, and

that we're going to continue to build a plan to do that.

And then ultimately, when that skill or

behavior changes, that performance becomes much more sustainable.

So those are the two key areas I always see as it relates to accountability.

And I will tell you that managers sort of fall, tend to fall one way or

the other, in terms of what they're more comfortable with.

Some managers are very comfortable with tactical accountability, but

not developmental accountability.

And the opposite can be true.

Some are very comfortable with the developmental conversations, but they're

not comfortable with those direct, don't be late to work kinds of conversations.

There's no right or wrong.

But what I wanted to do was put these out for you as managers, so

you can kind of start to determine, which ones really resonate for me?

Which ones might I need to work on to help me be more effective with my team overall?

In summary of this video we talked about tactical versus developmental

accountability.

Which really, those are the two areas when we're talking about performance

development that we tend to look at most as managers.

First, tactical accountability is when an employee breaks a rule or

a policy, something very rigid, very measurable.

Typically there's a very short window for improvement,

because it's not a coaching thing.

It's just a hey, you were late, you need to get to work on time.

It calls upon managers to have sort of a directive management style to tell more,

and which ultimately requires less work for the manager.

We're not looking for a lot of time invested here with the employee or

a lot of reflection that we're trying to help the employee have,

it's just very directed.

Developmental accountability on the other hand,

is when we're holding people more accountable to expectations, and

those harder-to-learn skill sets that really drive performance.

So there's always going to be a longer window for improvement here.

And it's up to us to collaborate with the employee to

make a plan to see that kind of change.

And it is, it's a very collaborative exercise.

Managers are involved, the employee is involved, and there's

a lot more engagement here from both parties, the manager and the employee.

There's a lot of work for the manager to do, to do a lot of coaching, and

there's a lot of work for the employee to do, to improve performance.

So as you think about how you interact with your employees,

you want to keep in mind, do you default to one or the other,

do you use both equally, or do you need some help with both?

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