Creating a Culture of Accountability for Retention

“We wanted a culture of accountability and results. We gave employees more flexibility and empowerment and, in return, got much higher engagement and higher performance.” Neiman Marcus Group CEO Geoffroy van Raemdonck Neiman Marcus Group had industry-leading retention in frontline employees, higher productivity and profit -- and made its investors very happy last year. The secret sauce? Allowing flexibility – including in the frontline – while holding people accountable for results. My newest for MIT Sloan Management Review is a deep-dive into NMG and the efforts led by CPO Eric Severson over the past few years, culminating in a highly successful sale to Saks at the end of year. Some quick highlights: 🔸 75% annual retention rate in store associates and 78% in operations (both of which often see 80% turnover!) 🔸 Higher productivity and quality metrics in stores and operations 🔸 High engagement, productivity and retention of headquarters staff – even through an acquisition. Eric learned at Gap the power of apply programs like ROWE – results-only work environments – versus traditional monitoring. “Some leaders instinctively believe that you had to reward people who put in the hours, even if some of them were poor performers in other aspects of their jobs. Those leaders ultimately admitted they passed employees along, as long as they showed up.” Eric described the work his team led at NMG as “freedom about when, where, and how you do your work.” and in return managers had “the right to hold you totally accountable for results.” They did away with the annual performance review and moved to quarterly reviews of progress against goals and professional development – and mutual goal setting for the next quarter. The bigger deal? They enabled flexibility in the frontline as well. Store associates had more control over locations and departments, and tooling to manage customer outreach and merchandising work from home some days, for example. 👉 LOTS more in the column, getting into what they did, how they used metrics and the outcomes they drove. Linked in comments! Flexibility in the frontline and for office-based employees combined with results-based management drives spectacular results. Thanks to Eric Severson, Geoff van Sonsbeeck, Leslie Brokaw and the whole MIT Sloan Management Review team! #Flexibility #Productivity #Engagement #Frontline #Hybrid #RemoteWork #RTO #ReturnToOffice

ARE YOU TAKING OWNERSHIP OF YOUR SUCCESS OR ARE YOU BEING HELD BACK BY A LACK OF ACCOUNTABILITY AND CONSISTENCY? High achievers know that sustained success is a result of unwavering accountability and relentless consistency. Yet, even the most talented leaders can find themselves slipping, losing sight of the disciplined actions that drive results. They take their foot off the gas, relying on past achievements, only to find their momentum dwindling, and their goals drifting further out of reach. Accountability and consistency are the dual engines of high performance. But here’s the reality: Both are challenging to sustain. Without clarity and commitment, even the strongest intentions fade. Standards slip. Motivation wanes. And the gap between ambition and achievement grows. The good news is that you can reverse this backslide and climb higher than ever when you build a culture where accountability and consistency are non-negotiable. Here’s How: 🎯 DEFINE NON-NEGOTIABLE METRICS FOR SUCCESS For accountability to thrive, every goal must be specific, measurable, and transparent. When success metrics are clear and visible, expectations are unmistakable, ensuring your team knows exactly what’s required to win. 🎯 COMMIT TO RELENTLESS SELF-ACCOUNTABILITY Equip yourself and your team with the tools and routines to stay disciplined. Consistent self-review builds an environment where people take ownership of their actions, refuse to coast, and maintain the rigor necessary to deliver results. 🎯 EMBED ACCOUNTABILITY AND CONSISTENCY AS CORE VALUES Build a culture where accountability isn’t just a buzzword; it’s a standard. Recognize and reward those who demonstrate consistency in action, those who show up, deliver, and embody the highest standards every day. 🎯 CREATE A FRAMEWORK FOR PEER ACCOUNTABILITY Foster an environment where leaders and teams hold each other to their commitments. Establish open channels for constructive feedback and encouragement, strengthening mutual trust and ensuring no one is left behind. High Performance can only occur when accountability and consistency are present. When accountability is a core value, and consistency is a daily practice, high performance becomes a standard. Leaders who embrace both inspire their teams to aim higher, deliver more, and create lasting success. ~What intentional steps are you taking to elevate accountability and consistency personally and within your organization? #business #leadership #success

5 Ways to Build a Culture of Accountability Accountability isn’t about blame. It’s about ownership. Here’s how to create a culture where everyone steps up. 1. Set clear expectations.  ➜ Ambiguity kills accountability.  ➜ Example: Define goals with deadlines like, “This project is due by Friday at noon.”  ➜ When everyone knows what’s expected, they’re more likely to deliver. 2. Lead by example.  ➜ Accountability starts at the top.  ➜ Example: Admit mistakes openly with, “That was my error, here’s how I’ll fix it.”  ➜ When leaders own their actions, teams follow. 3. Provide regular feedback.  ➜ Accountability thrives on communication.  ➜ Example: Use weekly check-ins to review progress and offer support.  ➜ Feedback turns effort into improvement. 4. Recognize and reward ownership.  ➜ Celebrate those who step up.  ➜ Example: Highlight a team member who went above and beyond in a group meeting.  ➜ Recognition reinforces the behavior you want to see. 5. Address issues promptly.  ➜ Don’t let problems linger.  ➜ Example: Have a candid conversation when commitments aren’t met, starting with, “Let’s talk about what happened.”  ➜ Immediate action prevents small issues from growing. Accountability isn’t about pressure. It’s about trust. When people own their work, they own the outcomes. ❓ Which of these strategies will you use today? ♻️ Repost to your network. ➕ Follow Nathan Crockett, PhD for daily insights.

Your team isn't lazy. They're confused. You need a culture of accountability that's automatic: When accountability breaks down, it's not because people don't care. It's because your system is upside down. Most leaders think accountability means "holding people responsible." Wrong. Real accountability? Creating conditions where people hold themselves responsible. Here's your playbook: 📌 Build the Base Start with a formal meeting to identify the real issues. Don't sugarcoat. Document everything. Set a clear date when things will change. 📌 Connect to Their Pain Help your team understand the cost of weak accountability: • Stalled career growth • Broken trust between teammates • Mediocre results that hurt everyone 📌 Clarify the Mission Create a mission statement so clear that everyone can recite it. If your team can't connect their role to it in one sentence, They can't make good decisions. 📌 Set Clear Rules Establish 3-5 non-negotiable behaviors. Examples:  • We deliver what we commit to  • We surface problems early  • We help teammates succeed 📌 Point to Exits Give underperformers a no-fault, 2-week exit window. This isn't cruelty. It's clarity. 📌 Guard the Entrance Build ownership expectations into every job description. Hire people who already act like owners. 📌 Make Accountability Visible Create expectations contracts for each role. Define what excellence looks like. Get signed commitments. 📌 Make It Public Use weekly scorecards with clear metric ownership. When everyone can see who owns what. Accountability becomes peer-driven. 📌 Design Intervention Create escalation triggers: Level 1: Self-correction Level 2: Peer feedback Level 3: Manager coaching Level 4: Formal improvement plan 📌 Reward the Right Behaviors Reward people who identify problems early. (not those who create heroic rescues) 📌 Establish Rituals Conduct regular reviews, retrospectives, and quarterly deep dives. 📌 Live It Yourself Share your commitments publicly. Acknowledge your mistakes quickly. Your team watches what you do, not what you say. Remember: The goal isn't to catch people failing. It's to create conditions where:  • Failure becomes obvious  • And improvement becomes inevitable. New managers struggle most with accountability:  • Some hide and let performance drop  • Some overcompensate and micromanage We can help you build the playbook for your team. Join our last MGMT Fundamentals program for 2025 next week. Enroll today: https://lnkd.in/ewTRApB5 In an hour a day over two weeks, you'll get:  • Skills to beat the 60% failure rate  • Systems to make management sustainable  • Live coaching from leaders with 30+ years experience If this playbook was helpful... Please ♻️ repost and follow 🔔 Dave Kline for more.