Jack Welch has famously affirmed that, “The kindest form of management is the truth”. Consider whether that resonates with you or if it raises a bit of resistance. Now, granted, there is a great deal of variability in how truth gets delivered, and that is really the key issue at hand. According to Susan Scott, author of Fierce Conversations, “Delivering a message clearly, cleanly, and succinctly is essential. In organizations where leaders have developed the courage and skills required to …communicate honestly with coworkers regarding behavior issues, there is far less stress.”
So, what are the keys to confronting another productively and maintaining the kind of accountability required to assure that processes are followed and that the desired organizational culture is maintained? We perhaps caught a glimpse of this when I indicated earlier that holding others accountable expresses a vested interest in their success. For confrontation to be constructive and relationship enhancing it needs to be handled in a way that assures the other we are for them, that we care about them and their goals, and that our feedback is intended to guide them, not attack them. I like to picture the confrontation process as coming alongside the other and inviting them to look at something important with me – to put the issue out in front of us so we can look at it, understand the impact of it, and consider together how to shape the future differently than what we are seeing in the present.
So, effective confrontation as a tool in the service of accountability begins with valuing and caring for the other person and assures them that speaking honestly together about the issue is an act of support and belief in their potential to be better. Let’s not think accountability vs compassion, but rather accountability with compassion.
THE SHARPENING STONE
Sharpening Stone is a series of short videos from True Edge designed to sharpen leaders and their organizations.
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About the Author: Dixon Miller, Ph.D.
Dixon earned his Doctorate and Master’s degrees in Clinical Psychology from Biola University and holds a Bachelor’s degree from Messiah College. In addition to being a licensed psychologist and board-certified clinical neuropsychologist, Dixon brings business leadership experience in ownership, governance, and management roles. He most recently served as CEO at Acadia, Inc., where he is also a long-standing member of the Board of Directors. He was a founder and Managing Partner of Behavioral Healthcare Consultants in Lancaster prior to joining the team at Acadia, and was previously the Director of Behavioral Medicine at Lancaster General Hospital. Dixon is highly skilled in psychological assessments, and brings a strong foundation in leadership development, organizational dynamics, cultural climate assessment, change management, employee engagement,, and performance/sports psychology.