Implementing Accountability the Right Way

Source: Public Practice

In Part One of this series, Bill Reeb described the “upside down pyramid,” in which workflow starts with partners and trickles down to managers and staff. Often, this results in staff that are underworked and undertrained. An important part of the solution to this problem, Reeb says, is to ensure that everyone has one boss, a “developmental manager,” for purposes of accountability and consistency. In Part Two, Reeb explained the creation and role of these developmental managers.

Now, in Part Three, Reeb shows firms how to implement accountability effectively firmwide. An effective system of accountability should minimize subjectivity by establishing clear expectations and objective performance measurements. Many firms prefer to leave expectations vague in order to maintain “maximum flexibility.” But, as Reeb shows, this approach inevitably backfires.

In establishing objective performance measurements, Reeb cautions firms against confusing performance goals with developmental goals. Performance goals should be based on minimum levels of acceptable performance, with incentive pay tied to the extent to which employees exceed those levels. The reward for achieving developmental goals, he says, “comes in the form of being considered for your next job.”

For the complete article, read “Developing People Faster Takes a Different Approach – Part 3.”

From Public Practice, Texas Society of CPAs, February 2015, www.tscpa.org.