Contributed by Linda Galindo
High performing, accountable job candidates want to join high performing, accountable organizations. When the level of personal accountability one holds is a mismatch with the organization, conflict and a plan to leave shortly after joining is not far behind.
Am I going to join a company that utilizes my work style orientation that places a high value on personal accountability or is it going to be a struggle from the day I say yes and take the job? Here are 5 things to look for when joining a company to decide if the company is accountable.
1. Definition of Success for the role you are accepting.
Is the organization clear on their definition of success for the role? Are you? In order to ensure success, success has to be defined. A pledge of support for your success going into a position is rhetoric unless it is backed by a meeting of the minds on what that means. For example, “Success is bringing standardization to common practices in the department in order to realize economic efficiencies that the organization needs.” If your boss-to-be agrees to that definition of success but does not reveal the “as long as” they have in mind, you are likely doomed. Their point of view may be “Yes, success is standardizing practices as long as you accommodate our high performer’s exception to skip the documentation requirement, or work around the underperformer who is 2 years from retirement.”
2. The organization has a role clarity process.
What you are told in the interview and subsequently sign up for may change dramatically as soon as day one on the job! It is that single line at the bottom of the job description that Human Resources hands you to sign that includes “…and other duties as assigned.” Is there a monthly meeting for the first six months to affirm role clarity? How often do you hear that “what was described in the interview is not what is happening on the job?” Although well intentioned, efforts to paint a clear picture going in does not mean things won’t change as new needs pop up. High performers know it is vital to respond to stay competitive, but leaving on-going role clarity untended is a huge mistake. Without a commitment to on-going role clarity updates, it is unlikely the organization retains accountable, high-performers as their role becomes doing the work of underperformers who are not held accountable to their role clarity.
