Page 20 - GBC Summer 2019 Eng

Making a commitment is like putting your stake in the ground. When you make a commitment, you are putting your reputation on the line; ethical people don’t want to let others down. Unfortunately, we let ourselves down more often than others, which is why sharing your personal commitments with other people is a powerful incen- tive; you don’t want to let them or yourself down.
A commitment that leads to ac- tion is not fuzzy. It is SMART. That is, it is speci c, measurable, attain- able, realistic and timely. It’s crucial that a commitment be realistic and has a deadline.
Only commit to things you know you can deliver on. Ensure you can deliver on it so you can sa- vour the win. Or work into your agreement that doing ‘your best’ is the agreement. Even in account- ability, sometimes you need to ex- ercise discernment. Exercised mindfully, it is not without reason or compassion.
Here’s a commitment formula: I commit to _______ by ________. (I commit to ‘what’ by ‘date.’)
Sample commitments include:
• I commit to going to the gym four times for a minimum of 20 min-
utes during the next seven days. • I commit to delivering my draft for the F&B training manual to
the GM by March 1.
ENHANCES RELATIONSHIPS
Accountability also enhances and repairs relationships when they run on rocky ground, as all rela- tionships do.
All organizations depend on healthy relationships. At a golf course, everyone from the owner to the head professional to the back- shop attendant is interdependent on each other. When we execute on our agreements, those relationships are healthy and we move toward our shared outcomes.
“If we wish to work and live in integrity and live according to our commitments then a conversation must be had when agreements are not kept.”
If agreements are not kept, the operational machinery breaks down. If it happens repeatedly, people can distrust one another, become resent- ful, and stop communicating. Dead- lines are missed, service levels drop, and the business sags.
Most people have good inten- tions, but ... people screw up; they engage in self-sabotaging behav- iours, they suffer addictions, they do things that don’t seem to make sense. Things get messy. Hey, we’re humans.We’re awed.Stuffhappens.
Accountability has a healing and empowering quality when practiced with intention. But it is inescapable. If we wish to work and live in integrity—and live accord- ing to our commitments—then a conversation must be had when agreements are not kept.
AGREEMENT BREAKDOWNS
When agreements are not kept, it is usually the leader who initiates the conversation, but not always. These conversations can be awkward and dif cult, but it’s crucial that they occur. Otherwise, you don’t have an accountability culture. These conversations become easier over time, and, ironically, they invariably lead to more trust and better communication.
The conversation should not be shaming or accusatory. Instead, you can use a process called Support Accountability in which the person is led through a series of questions that provide an opportunity for self-discovery and learning. The questions are posed in a non-judg- mental manner:
• What was the agreement?
• What choice did you make?
• What is the impact on you?
• What is the impact on others?
• How is this like your other patterns?
By answering the questions, the person performs a self-examination based on the original agreement. Notice how the questions do not provide an opportunity to rational- ize or tell stories, although some people may still do that. If they do, keep asking a question until the person answers it (or you believe you’ve gone as far as you can).
It’s crucial that you are not judgmental. It’s their process. If you insert your judgments, you stop the learning process. Just ask the questions and be a great listen- er, and the person will likely come to some important self-discoveries, which is the intention.
When that process is complete— if it’s practical—you can renegotiate the agreement, and a new SMART commitment is declared.
You may initiate an account- ability discussion, but the person, in essence, facilitates him or herself, which is always far more valuable than outside-in direction. Given that most people are inherently decent and want to honour their relationships, they will usually note they have fallen short and re-com- mit. If not, perhaps that person is not a t for your organization. It happens.
CULTURE OF ACCOUNTABILITY
Developing a culture of account- ability in your golf business creates a positive and united workplace that delivers a solid golf experience to your members and guests.
It also creates opportunities for personal growth and a sense of wellbeing for your staff in their personal and professional lives.
Creating a culture of account- ability is a commitment to living with vitality, integrity and to strengthening your business.
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Golf Business Canada