The DAILY management approach

The DAILY approach is a 5‐step process to foster accountability.

DAILY stands for:

• Define expectations.  
• Ask for commitment.
• Inspect what you expect.
• Lead high‐impact conversations.
• Yield successful results.

Establishing accountability begins with creating a strong foundation on which you can build. Without the foundation, we have nothing to which people are held accountable for.

Define expectations.

Be very clear on what you want, and have a conversation with the individuals that you want it from. Some leaders can easily explain what doesn’t meet their expectations, yet they have a very difficult time expressing what does meet their expectations. If a leader cannot clearly articulate expectations, it is highly unlikely that leader would be able to state what is actually exceeding expectations.

It is important to know what a good job looks like and articulate it to those who work for you. It is also important to communicate what is not meeting expectations and what would be considered exceeding expectations. When expectations are not clearly stated, conversations will undoubtedly come back to clarifying what you presumed others would know. This creates unnecessary frustration for all involved.

When defining expectations, you must include the following:

• Define the activity to be performed.
• Describe the quality of work desired.
• Clarify the quantity of work expected.
• Define the completion time (schedule).

 

Ask For Commitment

Without buy‐in, it is difficult to hold an employee accountable. If someone does not feel a goal is achievable or see the benefit of accomplishing it, he is less likely to commit to its success.

 

To gain commitment, discuss why the expectation has been set and how the intended outcome will further the organization’s goals. Employees want to feel they are making a difference; let them know how their success will benefit them and the organization.

 

Once you have explained the benefits and addressed any concerns, ask the question directly: “Are you willing to own this goal?” Once you have a clear agreement, include it as a part of the employee’s agreed‐upon, written goals.

 

When asking for commitment, include the following:

• Describe why the goal has been set, as well as the clearly defined expectations.
• Explain how achieving the goal will further the goals of the organization, and explain the benefit for the individual if the goal is achieved.
• Listen to concerns about achieving the goal; help remove any obstacles.
• Directly ask for commitment, and listen for a positive response.
• Include the stated agreement as a part of the written goals.

Inspect What You Expect - Follow Up

To hold others accountable, you have to know what’s going on. Following up is simply comparing what actually happened to what should have happened. This is where the effort of setting clear and quantifiable expectations really pays off. You have the facts of what was supposed to happen and the breakdown of when it was supposed to happen. Now ask the questions and get the details.

When inspecting what you are expecting, review the following:

• Compare the original plan with the current status and determine if the goal is on track.
• Ask questions. Gather facts. Get the details.

Lead high Impact Conversations

Give feedback to attain the results you want. People need to know where they stand, period. They need to know when they are doing a good job and are expected to carry on just as they are; they need to know that you are pleased with their results to date. They also need to know when they are not meeting your expectations so they can take corrective action.

 

What makes a conversation high impact? The actions that result from it. High‐impact conversations have a purpose and clear intentions, and future actions occur as a result from them. High‐impact conversations should occur on a consistent and continuous basis.

 

Because we are problem‐solvers by nature, we often forget to focus on what people are doing well and the impact of their successes. In establishing an environment where people feel motivated to excel, we, as leaders, must place value on giving positive feedback and making it a priority. Give the details of what people did well, the effects it has on others, and the impact it has made for the organization.

 

Although it is much easier to keep the wheels turning forward, sometimes we have to set a corrective course. We often make assumptions about or pass judgment on those who are not living up to our expectations. Having a conversation to explain your findings and explore the other person’s perspective is a vital component of holding an employee accountable. The conversations should address any discrepancy in the behaviors needed to attain the stated objectives.

When giving corrective feedback, consider the following factors.

1. Objectives: Ask yourself, “What do I want to accomplish by giving this feedback?” Focus your objective on future actions as opposed to current state.
2. Setting: Do not give corrective feedback in front of colleagues. This promotes defensiveness. Avoid situations where there is a high noise or interference factor.
3. Timing: Some people are at their best in the morning, others in the afternoon. Plan a time that is best for the receiver of the feedback, not the giver.
4. Facts: Corrective feedback should be based on facts; do not rely on second‐hand information or rumor. Have two‐way conversations and ask questions; do not assume your facts are correct before listening to the other person’s perspective.
5. Commitments: Before giving corrective feedback, consider what commitments you want as a result of a different course of action. Have a preliminary determination of the “who, what, where, when, and how” needed to get back on track.
6. Consequences: Sometimes employees don’t prioritize commitments as well as we’d like. They often find a way of justifying why they’ve chosen one priority over another or have decided to forego a task altogether. If there are no consequences to their actions, the inaction is reinforced. Tell the employee what the consequence will be and follow through. If you are unwilling to take the action, do not use it as a threat; you will lose respect and credibility if you state consequences and are unwilling to take action. Remember to document your conversations in your supervisor file.

Once you have discussed the facts and determined the variances, ask for a plan of action to resolve the issues and get back on track.

When leading high‐impact conversations, remember the following:

• Focus on what is working well, and keep the momentum moving forward by consistently giving detailed, positive feedback.
• Approach the issue as soon as possible; approach with facts, not judgments. Know why you want to resolve the issue and what actions you want taken as a result.
• Approach with reason, care, and self‐control rather than anger and punishment; approach in a way that helps the other person gain control of the situation.
• If necessary, state the consequences of not taking corrective action and the impact it will have for the individual. Document your conversations.
• Provide the tools, training, or resources necessary to achieve the goal as  originally  planned

 

 Yield Successful Results

Sometimes we are so focused o our day to day tasks, we don't take the time to consider whether we're still on track toward achieving our overall objectives. Consider the situation from the "balcony" viewpoint. When we're on stage the scene we're playing out can look very different to someone observing from the balcony. take time to step out of the day to day and reflect on the intent of your goals; then determine if they continue to meet your overall objectives.

 

Being successful in a leadership role necessitates taking personal accountability for the results of others. holding yourself accountable to following the DAILY approach is as important as important as holding your employees accountable, and it will ensure successful results for both you and your direct reports.

 

When yielding results; reflect on the following;

 

• Are the results I'm achieving still aligned with the overall goals and objectives of the organization?
• Is there a more efficient way of achieving the goals?
• Am I holding myself accountable to the DAILY approach, thereby giving my direct reports what they need to be successful?

Accomplishing your goals and holding others accountable is an important skill for leaders; how we go about doing it is equally important. Remember, it does not serve you to win the battle and lose the war. A skillful leader achieves results while demonstrating a genuine appreciation and respect for others