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Almost 10 years ago, a Harvard business survey found that there was one management attribute the 46% of managers were found to be poor at, what was it? ‘Holding people accountable’. I’m not sure this situation has changed much. Even this week I’ve been talking to senior managers who felt sure that managers of satellite locations weren’t following fleet risk management procedures.
It was Steven Covey, author of the 7 Habits of Highly Effective People that said ‘Accountability breeds Response – Ability. Accountability is that thing that introduces transparency and maximises your chances of preventing problems and meeting goals. Ultimately a local depot team should be trusted to implement your fleet risk management procedures. Everyone should have their part to contribute because if there’s no accountability for a management task, there is no ownership.
Here are a few ideas:
One of the main problems here is that developing a culture of accountability requires the manager of the depot to call out people who aren’t performing well. This makes them unpopular; they want to avoid the conflict, so accountability doesn’t establish. The cost of this is a poorly managed depot with vehicles being damaged, claims costs increasing and customer service levels deteriorating.
A sense of accountability can’t be forced but following some of these tips will create a culture where people go the extra mile, feel accountable and take responsibility for fleet risk management.
If you’d like assistance in developing your culture of accountability, please get in touch at firstname.lastname@example.org
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