Of the many benefits that coaching provides, holding people accountable to their own goals and commitments would top that list and is a good way to gauge the talents of a coach. I have been surprised and inspired by how many of the people I have worked with actually craved accountability. Sometimes we need that fire under our seats to get past the many distractions that plague us. What’s more, in my 20+ years as a manager I have seen countless cases where the culprit for missed deadlines was lack of clear accountability from the manager.

Accountability Ownership

One of the biggest definers of a coaching approach to accountability is in who owns it. In more conventional scenarios, there is a power dynamic at play. A manager indicates what the subordinate is accountable for, and failure to meet those objectives will result in some form of punitive action. This model is not very effective since punishment is a surprisingly poor motivator.

However, when coachees set up their own accountability structures, they’re more likely to follow through. Thus, in a coaching approach to accountability, ownership is with the person being coached. The coach is there to support the process based on the needs of the coachee, facilitating to build an accountability structure specific to that individual or team.

Building Accountability Structures

Everyone has their own needs so early on in the coaching relationship a coach will explore what a given individual or team needs for accountability. The important thing here is to realize that instead of using a cookie-cutter approach, the coachee is asked for specifics of how they want to be held accountable. However, one thing is universal: When it comes to accountability in coaching there is no room for vagueness.

Basic questions to ask:

• What will you do?
• When will you do it? (Looking at your schedule and your current commitments, when can you realistically devote the time you need to complete this?)
• Who can support you?
• What resources do you need to complete this successfully?

Digging deeper into the accountability:

• How will I know you’ve done it?
• How would you like me to hold you accountable for your goals in a way that will sound supportive rather than negative?
• How do you want me to approach you if you don’t follow through with the commitments you make? What would be a good way to bring this up?
• (If you are the manager) How do you like to be managed? What type of management style do you respond best to?
• How else can I support the accountability process?

Other examples of empowering questions that can support building the accountability structure:

• What are the benefits of succeeding?
• What are the costs of not succeeding?
• What is important about this success?
• What gift or talent do you feel you are you not leveraging to the fullest potential?
• I hear your good intentions behind reaching your goal. Can you share with me the evidence or activity that demonstrates your commitment to it?
• What role are you playing in all of this? What part did you play in creating that (in your life)?
• How have you demonstrated ownership of this?
• What do you feel you are responsible for? What do you feel is outside of your control?
• How long do you think it’s going to realistically take you to complete this task, considering the worst-case scenario?
• What have you already committed to that you need to be mindful of which could get in the way of meeting this deadline?
• What have you learned from problems in the past?

Supporting Accountability

While the coachee may own their accountability, the coach is there to support the process. Besides facilitating in building the accountability structure above here are other ways the coach supports that accountability.

Write things down

Whether it is right after the meeting or as the person is talking, be sure to take note of key things they said or committed to. Share this with the coachee and ask for confirmation that the notes are correct.

Ongoing accountability

Based on the accountability structure established with the coachee, follow through on any agreed upon check-ins, etc. For example, when working with my own coach if I know I am going to be very busy I ask them to check on with me on a certain day if he has not heard from me – a simple text message – so I am reminded I need to make progress before my next session. My coach makes a point to add a reminder to his calendar so he does not forget to text me if he has not heard from me. In the other hand, I have a client who prefers no check-ins, and that gives her the right level of pressure to accomplish something before our next session.

Follow up on agreements

At the next session, follow up on the previously assigned accountability. Celebrate the successes and explore the failures (more on that below). It’s important to acknowledge what they accomplished and learned.

Watch for changes

Look for things that have changed in the person’s life or situation that may be affecting their goals. Check-in and ensure that the goal you originally set, is still in alignment as coaching progresses. Are they still committed? Does the goal need to be changed so that it can be met?

Evaluate yourself as coach

Periodically assess your own performance as a coach by asking yourself these two questions:

1. Am I meeting the needs of each person? Approach your role with a trial-and-error mentality and show openness in making adjustments along the way. Periodically check in with everyone you’re coaching about what is working and what is not — but trust your judgment.
2. Am I holding up my end of the bargain? Coaching is a two-way street, so be honest with yourself about whether you’re getting in the way of people’s progress or sending mixed messages about your expectations. Do what you can to make everyone on your team more successful.

Own up to mistakes and seek ways to move forward.

Addressing Setbacks

During the follow-up sessions, when the coachee doesn’t do what they say they will, the coach’s role is to be curious.

Some questions to ask include:

• What did you learn?
• What do you need to do to move forward?
• How do you want to adjust your plan?
• If you could start over, what would be different? What would the new plan look like?
• What support do you need to follow through?
• What resources were not tapped or what talents not leveraged?
• Where is the resistance? What is it like?
• What’s getting in the way?
• What are some other ways you can leverage accountability to support you?

Coaching and Accountability as a Manager

Accountability is certainly easier when the coachee is setting their own goals.  But what about in situations in the workplace? While the assigned employee may still own the accountability, often the task or goal is being defined by the Manager or the company.  How can a manager motivate this employee or team to get work done on time?

Holding people accountable for their commitments is a key job for managers, and the above coaching information can still be leveraged.

Ultimately three elements are essential to establish accountability in the workplace scenario: 

• Communicate expectations in advance of the assignment.
• Connect at regular intervals to discuss progress and provide coaching.
• Give praise, support, or feedback once the work is complete.