The Accountability Formula

"When is John going to get me that report?"
"What is going on with the marketing report? When are they going to finish that thing?"
"I can't believe Mary is so late in making those phone calls."
"Okay...who dropped the ball this time?"
"Hey...that's not MY job."
Does this sound familiar? If so, your small business team may be faced with a big challenge with accountability, which results in finger pointing, frustration and broken trust...both with your employees and your customers. Personal responsibility and accountability can put an end to the blame game, saving your business thousands if not millions of dollars by increasing productivity and overall job satisfaction, which results in very satisfied customers. These five basic approaches can support you in increasing accountability, which are simple, yet they require actually building a culture of accountability for your business.

Communicate the big picture- Accountability stands a better chance of succeeding if everyone in your business embraces a larger responsibility for the success of the entire company. Spend time talking individually with team members about how his or her project affects the vision and mission of the business. With this communication, people can make wiser decisions from the context of the "big picture" rather than from the perspective of what may seem to be a detailed and boring task.

State clear expectations- If one person on your team does not meet your expectations, the entire team can fail. It is important from the very beginning of any new project to state the expectations clearly and repeat them over and over again until your team really "gets it." These expectations need to be crystal clear, including dates, who is responsible for what, the details of the task and how you want the finished product delivered. If your expectations are fuzzy or confusing in any way, your team can break down, and the fine and very important details can fall through the cracks.

Accountability work groups-One of the best ways to achieve accountability is to develop shared accountability among team members. Accountability within the team can be accomplished by what Morris R. Shechtman calls "accountability groups," groups which give team members the permission to speak and listen in a way which is frank and open. This accountability group can include 2-5 people and can then serve as a small unit of people working together to confide in with struggles, weaknesses and insecurities. They can then find creative strategies to work together in the direction of the growth the team intends to achieve.

Move to action-In order for accountability to work, people have to know that failure of completion will come with certain consequences, including written warnings, loss of a bonus or extra hours served on a week-end to complete the project on the table. Without consequences, your employees won't take you seriously. They will think that they can use blame, justification and rationalization as a way to deviate from being responsible, because you have not followed through on what you said you will do if the tasks are not achieved.

Reward and recognition program-Employees need to know in a tangible way their efforts are indeed driving the company forward, and it is important for them to share in the fruits of their hard work. The offer of increased pay and benefits (vacations, time off and other perks) can keep accountability and morale high and can motivate employees to continue to strive for high levels of performance.













This article was authored by Bea Fields. Fields is an Executive Coach, Speaker and Author and the President of Bea Fields Companies, Inc. and the Founder of Five Star Leader Coaching and Training. She specializes in Leadership and Team Coaching for high growth companies, non-profit organizations and medium-sized businesses. Fields is the co-author of Millennial Leaders: Success Stories From Today's Most Brilliant Generation Y Leaders and EDGE: A Leadership Story.

Contact the Author
Bea Fields
Leadership and Generation Y Leadership
bea@beafields.com

How Much Money Are You Leaving on the Table?

If there is one thing most of you would agree on it's that few people have ever come across a situation made worse by having too much money. We all know in the business world more clients = more money.
In a study conducted by Dartnell and McGraw Hill the following statistics were discovered.

80 percent of all sales are made only after 5 or more contacts.
48 percent of all salespeople give up after the first contact.
25 percent give up after the 2nd contact.
17 percent give up after the 3rd or 4th contact.

This study indicated that 90 percent of the salespeople give up before 80 percent of the sales are ever made!

Are you part of the 90 percent, or are you one of the persistent 10 percent who end up getting the sale? Our company brochure has helped keep us in the 10 percent category. Here are five tips to help you create a dynamic brochure for your business.

It goes without saying that your brochure should look professional, but here are five more keys to a client-capturing brochure.

1. Your brand should be front and center. What is a brand anyway? A brand is a logo, slogan, or other means of communication that identifies your business. Can you guess what the brand is of Allstate Insurance or McDonalds? I bet you immediately thought of "good hands" and "golden arches" didn't you? That is the power of a brand, and it should be communicated on all your company's business cards, stationery, and brochures.

2. Your Unique Selling Position (USP) should be stated clearly on your brochure. Why would someone hire you versus your competitor? This may require some research, but it is time well spent. Your USP will be communicated throughout all your marketing materials. It will clearly tell your prospective customers what skills, services, and/or products you have to offer and how they are better than your competitors.

3. Use compelling headlines and subheads. All of your headlines and subheads should strike an emotional chord with your target audience. Here are a couple of examples. Which one would compel you to take action?

Let us help you. -- or - Let us work our magic!

How about:

This is something you really need. -- or - This is absolutely essential to your success.

Enough said . . .

4. Client testimonials are a must in a successful brochure. They give you credibility to prospective customers; let them know how you have served others, and how you can serve their needs.

5. A clear call to action is critical. What do you want your prospective customers to do? Do you want them to call you TODAY? Do you want them to visit your website first, so they know what you have to offer? Be sure and tell them what the next step should be -- and make it big, bold, and front and center!

We have been using a brochure in marketing our construction business for several years. Clients have called who kept that brochure for over two years before they were ready to meet with us. Second only to referrals, it has been the most powerful marketing tool we have utilized.








Sandy Reed is the President and Founder of the International Association of Women in Family Enterprises (IAWIFE). She is a professional business coach, writer, and co-owns her own successful family business. If you're ready to take your family business to the next level of success, join her members at www.iawife.com to receive support, share your vision, and connect with wise women. For help with marketing your business, check out her www.SoulpreneurSuccessStrategies.com website. Sandy's business building articles have been published in "True Wealth" and "Simply Home" Magazines.