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It’s often easier to agree to expectations when someone is newly hired—
systems are usually in place for that. But if an employee is being promoted
from within the organization, the assumption often exists that the person
already knows what the expectations will be. This can result in a potential

lack of empowerment and accountability. As peers move into a lead or
supervisor role they have to understand and agree that their new role will
include a different relationship with their former peers. 335

Regular check-ins with staff does not have to be the same as
micromanagement. Done correctly, it is a way of saying “I care how you

are doing.” A simple questions such as “What is one thing you need to be
more productive in your work?” can get them thinking about doing better
and improving productivity. The next question could then be “What are
three things you are willing to do to get what you have requested?” This
leads to increased understanding of their role and responsibility.

Unfortunately, busy managers might be tempted to skip checking in
regularly with their staff, reserving feedback for more structured
performance evaluations. However, being in regular contact helps each
party stay in agreement regarding expectations and keeps them in mind in
their daily work. It also stimulates two-way communication and
relationship building, and ensures transparency and knowledge sharing.

Clearly, this type of feedback promotes empowered and productive
employees.

When there is poor performance on someone’s part, accountability should
come with consequences. However, it can usually be more effective if

accountability results in rewards and recognition. Research demonstrates
that people respond more positively to praise than to the fear of
condemnation.

335 CDS Consulting Co-op, Daily Operations: Fostering Staff Empowerment and Accountability.
http://www.cdsconsulting.coop/newsletter/article/891.

David Kolzow 304