Performance accountability shows up as a ‘results ownership’ mindset. It is different from an ‘order taking’ mindset – accepting the delegated responsibility for tasks.
There are people who embrace performance accountability and people who avoid it.
It’s interesting to consider this distinction in a business development context. Is your client embracing or avoiding performance accountability?
You’ll find the answer in your dialogue with them.
Commitment. Accountability. Consequences.
If your conversations are about business drivers and desired outcomes you’re on track. If they include objectives, success metrics, impact and consequences, you’ve cracked it … the client is talking performance accountability language.
But, if the client wants to talk in detail – about tasks, process, resources, timelines, and day rates – they’re talking a different type of language.
Something to think about.