This is a story which I’m sure you’ve heard. It’s about four people named Everybody, Somebody, Anybody and Nobody.
There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realised that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have.
The story may be confusing but the message is clear: no one took responsibility so nothing got accomplished. And all people involved were left frustrated, upset and potentially unsure about the trust in their relationship.
It’s a story that plays out often in both businesses and households - anywhere that lacks responsibility and accountability.
But how do you get people to take responsibly for their work or themselves?
Different things work in different situations, but here are some strategies that in my experience have proven to be effective:
Become a role model. You can’t tell people what to do if you yourself aren’t willing to hold yourself to the same level. If you want people to act responsibly, you have to be responsible yourself. And accountable. You can endeavour to hold yourself accountable. If you have that personal discipline. What is even more powerful (even if you feel you can do it yourself) is to enlist others to hold you to then standard you are committing to set.
The people in your business, your circle of friends and within your relationship and family will see and feel your level of integrity. And don’t be surprised when some of your standards start ‘rubbing off’ on others.
Don’t make assumptions. Ah, assumptions. Yes we’ve all heard what “assume” does. Don’t assume that others know instinctively what to do and when to do it. Don’t assume that others know what you’re thinking – as your beliefs or values or needs come from your personal PLAY BOOK. They have been created 100% from your OWN experiences.
Before people can take responsibility for themselves, their work, or even around the house. They require clear communication. The more you communicate, the better the results are likely to be.
Get the buy-in to go the distance. You need people to ‘buy in’ or commit if you want to succeed. Your vision, needs or beliefs should at least be clear.
If you share the intention and the logic behind your needs. It is far easier for someone to be able to reframe and interpret in their ‘language’ if needed. From this place you can empower them to feel compelled, inspired and motivated to take responsibility.
Regularly Check-In. One of the biggest reasons people fall short is a lack of follow-through by leadership. And yes – if you are setting the standard, driving the ship – you are the leader.
Help people stay focused by setting up regular checkpoints. Acknowledge their effort, even the small things. And be OK with highlighting where they have themselves down and others. If you’re not prepared to have the challenging conversations. Then you aren’t able to lead – YET. (Something to wok on for yourself).
Provide support and training. You can’t expect results if that person does not have the skills, resources or time to complete or undertake it. It’s just setting someone up for failure. If there is a target, even if it’s personal development. Provide (or better still help them sort it out for themselves) the knowledge, resources and priorities needed to experience success.
Encourage openness. Create an environment of safety and respect. So that people know and FEEL it’s OK to be open. It’s the norm to tell the truth, even when it’s difficult or awkward.
Concentrate on solutions and not only problems. If you or others are having problems or falling behind, work together to clearly identify the challenge or the problem. And then focus on possible solutions. Create an expectation that the first response to a problem is clarity – then to start finding solutions by themselves.
Praise performance. Praise people for good results and be specific with your acknowledgment. Let them know what they did well and how their effort is affecting others. If they fall short, chat to them privately and help them identify improvements.
And if their performance does not improve, also address this with meaningful consequences that have been explained ahead of time. To avoid experiencing your own version of Everybody, Somebody, Anybody and Nobody, commit to becoming the kind of person who takes responsibility for your own life and leadership.
Lead from within: Don’t let Anybody (or Everybody, Somebody or Nobody) stop you from doing what you need to do to BE the kind of person and create the life you can be proud of.
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