DEEP accountability conversations – How to hold your colleagues accountable
According to Shelly Setzer of the Table Group, peer-to-peer accountability is “probably the toughest behavior to master on a team”. And as cross functional, matrix and virtual teams are becoming the norm, holding each other accountable to team goals and commitments is becoming even more challenging.. As a team member, you aren’t “the boss”, which means you don’t have the levers of reward and coercion and in some cases, your team may just be one among many for your team members. So how exactly do you approach conversations with colleagues who aren’t doing what they said they would do, without the benefit of formal power ? This is where the DEEP model comes in. The DEEP model is designed to help you have a clear approach to tough accountability conversations. It helps you and your team focus on solutions when accountability problems arise. These kinds of conversations are rarely easy, but with DEEP you can approach them with confidence.
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Requirements for the DEEP approach
You need clear commitments with the team (not tacit, unconfirmed agreements). Your colleagues need to trust your intentions and believe you have their and the projects interest at heart. You need to foster a climate of creative conflict so everyone can be heard and see themselves reflected in team decisions. AND most of all, you need the courage to have what is often a tough conversation. Tough conversations are … tough. There are no tricks or techniques that make them less so, but here are 3 fundamentals to consider:
- Turn up – Be present in the conversation, shut out unhelpful self-talk, keep control of yourself and focus on the conversation and the outcome.
- Stay there – Show you are committed to the conversation. Don’t cut it short when things get awkward.
- Speak out – say what you think and feel and take responsibility for your words.
The DEEP model, step by step
Step 1 – Describe the situation – What happened as I see it
This is a review of the commitment and shortfall without judgment. Stick with “I” statements rather than “you” statements and try to describe the process that led to the commitment. If you can’t bring up the shortfall without becoming too emotional and judging your conversation partner, then ask yourself 2 questions:
- Is the timing right?
- Am I the right person to have this accountability conversation?
Step 2 – Explain the consequences – The result of what happened
The consequences of the shortfall you mention here should be concrete and observable. What actually happened because they didn’t meet their commitment is far more important than what could happen. Finding consequences your partner already cares about adds impact.
Step 3 -Explore options – What we can do about it
Generate at least three options when considering what to do. The “at least three” is very important – is helps you to avoid binary thinking and unnecessarily taking a position. Brainstorming options together is critical. The together points you both in the same direction, reaffirms the “team” and ensures you are on the same page before assessing your options, Make it a distinct step with a marker e.g. “Ok, together let’s now brainstorm what we can do” – this moves your conversation forward.
Step 4 – Problem solve together – What we will do about it
Decide and commit to new behaviors. It can be important to find ways you too can commit to the correction of the shortfall and the development of your relationship. Accountability for behaviors is tough so why should only one person carry the weight? Finding ways to help each other will not only help you to implement a solution, it will also help you to increase your level of trust.
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James,
How timely! I’ve just started reading “Crucial Conversations,” the precursor to “Crucial Accountability.” It ties in well with the idea of staying with tough, or “crucial,” conversations even when they get really tough. How easy it is to lose sight of the point of the conversation and how important it is to stay focused on what you were trying to achieve at the outset. To quote the book, “Our problem is not that our behaviors deteriorates, our motives do.”
Thanks for the reminder of the DEEP model!