The reason that so many people have a hard time giving feedback and holding people accountable

is because they've been taught wrong. And to be honest, most people do it wrong. So the fact is

giving feedback is providing someone with information that will change their behavior. If it has

not changed their behavior, then it is not feedback.

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There's actually two types of accountability that I think exist in a business, okay?

There is tactical accountability and there is developmental accountability.

Tactical accountability is much more of reinforcing somebody

for the behaviors that have more to do with the hard skills of the job. So like, did you do this

thing in the proper order at the proper time according to the job description? And so this might be like,

did you turn in your end of week report on time? Did you fill out your rubric the way that it's supposed to be filled out? And so all of those things are tactical accountability, which are, I would say, like, where more people do well is holding people accountable to these things, which is like, hey, you know, saw you did this. Thank you so much for filling that out. And next time when you fill it out, even, could you do this as well?

You know, it's just always like encouraging them towards the future vision. I think people can get that one down pretty easily. Developmental accountability is much more of reinforcing soft skills

that I would say are like the underlying skills needed to execute the hard ones.

Right. And so examples of this would be reinforcing when they positively reinforce their team.

Reinforcing when they are transparent, honest, reinforcing when they express a problem they

see, reinforcing when they are kind to another employee, reinforcing when they don't complain,

reinforcing when they take on a lot of work

and, you know, it's a lot to juggle. So it's reinforcing the much broader behaviors that are far

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