Lisa Haneberg is an expert (and lifelong student) in the areas of organization development, management, leadership, talent management, and personal and organizational success. With over 25 years of experience she has provided departmental leadership, consulting, training and coaching solutions for manufacturing, health care, high technology, government, and nonprofit organizations. She has written 14 business books and speaks on a broad range of topics of interest to leaders and managers.
Lisa recently published her new book “Double the Love – 11 Secrets for Cultivating Highly Accountable and Engaged Teams” and I had a privilege of previewing some of the ideas before it was released and share a blurb in the book. I read the book with great interest and it just consolidated what I wrote in my blurb,
“Double the Love is a treasure trove of transformative ideas, secrets and wisdom on how to build an engaged and accountable workforce. Wish I had this book early on when I built my first team!” – Tanmay Vora, author, blogger and improvement consultant, QAspire.com
I caught up on a conversation with Lisa recently and here is what she shared:
[Tanmay Vora] Lisa, welcome again to QAspire Blog. I often hear senior leaders who complain about lack of accountability within their teams and organizations. What is the #1 mistake that leaders make when trying to make their teams more accountable?
[Lisa Haneberg] Thanks, Tanmay. I think that the #1 mistake is failing to understand how our performance systems work. As leaders, we use two performance systems – accountability and engagement. Accountability is an extrinsically motivating system, which means that it is a “push” system and thus the secret is to be consistent and have strong follow through. I have worked with leaders who proclaim a need for accountability, publish metrics, but then do little else to operate the accountability system.
[Tanmay Vora] I loved how you have differentiated and then related accountability and engagement. Please tell us a little more about that.
[Lisa Haneberg] Accountability and engagement are distinct systems, as I mention above. What this means is that the leadership actions that increase accountability are not the same as those that increase engagement. At the same time, accountability and engagement are interdependent. When you increase accountability, for example, you might see a downturn in engagement because accountability systems can make employees feel audited and unappreciated or untrusted. This is where the phrase “double the love” comes from – when you increase accountability, you need to double the love to keep accountability and engagement in balance.
[Tanmay Vora] “Love” is not a word that we use often at workplace. What has love got to do with the whole topic of accountability and engagement?
[Lisa Haneberg] Let me start with defining “love.” Managerial love is taking initiative on behalf of someone else. It’s doing the things that enable our team members to do their best work. It’s caring enough to apply individualized support. As leaders, we give love when consider and act in ways that engage and help our team members. Sometimes love is as simple as letting someone skip a long meeting so they can get out of the office at a decent hour or spending time listening deeply. Managerial love is the fuel for engagement – it’s how we create more pull and satisfaction in the workplace, so it is HUGELY important for engagement (and helps counteract morale hits from accountability measures).
[Tanmay Vora] If there was one key message from “Double the Love” that you had to share with HR, Managers and Leaders at all levels, what would that be?
[Lisa Haneberg] In the book, I share 11 “secrets” and the final one is that the secret to performance velocity is design. This idea pays homage to Dan Pink’s belief from “A Whole New Mind” that design is a critical competency for our time. And this is particularly the case when trying to cultivate accountability and engagement. Design in this context means that we have been deliberate in choosing and using leadership practices that will support our goals. Being deliberate means that your intentions show up in your actions, decisions, beliefs, and behaviors. I believe that many leaders know – intellectually – the best things to do but that few follow through with their intentions. Design is the most fascinating discipline for leaders, I think. I love the challenge and possibility of creating my leadership practice. BTW, Dan Pink endorsed the book based on this connection to his earlier work and I love what he said.
“This terrific book brings together the intentionality of good design with the science of motivation to help leaders create better workplaces. The synergy is extraordinary.” Daniel Pink, author of DRIVE and A WHOLE NEW MIND
[Tanmay Vora] Lisa, thank you so much for provocation to lead better through this book. Thank you also for being so generous with your art and sharing your insights here. I am pretty sure readers of this blog will find your blog and books very useful and inspiring.
[Lisa Haneberg] Thanks, Tanmay. I hope that your readers will double the love and bring out the best in others.
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Also read: Previous interview with Lisa Haneberg on her book “Never Ending New Beginnings”
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