Accountability Matters- Dealing with Complacency in Agents
Complacency in any organization will compromise its effectiveness while creating an atmosphere where there is no discernible difference between various levels of performance. It is incumbent on our field managers to establish aggressive steps to address complacency in agents. Dave Anderson (2001) provides the following suggestions that field managers can utilize in building a defense against complacency in agents;
- Define Specific Expectations for New Agents- One of the reasons so many agents wind up being average is that leaders fail to set minimum performance standards that must be accomplished at certain intervals. As an example, when field managers fail to establish expectations such as meeting with committees in a specified time after employment we are contributing to their ultimate failure. These expectations create focus, a sense of urgency, and eliminates the “going through the motion, doing the best they can” attitude that leads to complacency. Good people tend to give field managers what they expect. If the bar is low or unclear, agents will “just get by.” When field managers establish high and very specific expectations, agents have something to stretch them professionally. Field managers can hold agents more accountable and more effectively coach agents. Good agents will strive and meet standards established if they understand what is expected.
- Raise The Bar For Veteran Agents- Too many “veteran agents” become complacent because they are permitted to do so by field management. These agents have skills, experience, and leadership capacity. These veteran agents aren’t lazy they are just responding to field management expectations. Many field managers won’t “raise the bar” because they don’t want “push back” from their more experienced agents. Remember, your job is not to make agents happy. It is your job to make them better. Don’t compromise high standards in an attempt to be liked. By stretching agents you will be ultimately respected, will help them reach their fullest potential, and combat complacency.
- Train and Coach Continually- Nothing combats complacency for agents more effectively than professional development that promotes career-long learning. Training and coaching keeps agents sharp, relevant and focused. Coaching provides the reinforcement and feedback they need to keep improving. Field managers should invest the time necessary to keep agents sharp, energized, focused and embracing a sense of urgency. This continued effort to improve skills and stretching agents capacity prevents complacency.
Field managers with Texas A&M AgriLife Extension Service cannot afford to casually approach complacency. Everyone at every level of this great organization should have a “healthy dissatisfaction” for where we are administratively and programmatically.
Reference
Anderson, D. (2001). No-Nonsense Leadership: Real World Strategies To Maximize Personal & Corporate Potential. Dave Anderson Corporation.
This Article was Posted by Drs. Darrell A. Dromgoole and Susan Ballabina, Texas A&M AgriLife Extension Service.
Categories: Reinforcing Accountability and Interpretation
