BY GENE ROBERTS
Hi everybody, today I want to revisit The Accountability Chart. I encourage you to take some time to review and talk about the roles you’ve defined for internal seats, and get creative with using them in a way that you maybe haven’t in the past. When I worked in the recruiting business, most of the jobs I would find on the Internet were based off of a small paragraph job description. I expected the paragraph to mention what the role will consist of.
I often challenge my clients, and ask them why they aren’t leveraging their Accountability Chart in order to find the right candidates. Basically saying the person who is going to apply for this job will have this role and be accountable for these things. It dumbs it down and keeps it simple, it removes complexity and quite frankly can weed out some of the people who won’t take the time to read that paragraph anyways. My question for you is, how can you leverage job descriptions on the inside for the employees you already have?
In EOS®, we ask that every quarter you find time to get away with your direct reports and remind them of your expectations using the roles from that seat and all the things that they are accountable for so the things they’re supposed to be doing doesn’t get away from them.
There are three things I would like for you to take away from this:
- Organizations need job descriptions if you’ve already done a great job crafting your Accountability Chart
- Use your Accountability Chart to hire, as well as to set clear expectations with your direct reports in your quarterly one-on-ones.
- Ensure that the seat truly defines the role you’re creating, that way your direct reports will know exactly what they are accountable for and can better understand our expectations.
Challenge the way you use your Accountability Chart in your business. Use it to leverage the roles you’ve already created to train and retain your employees, and hire the right people for the right seats with a clear picture.