Linen Supply: Dyan Troxel, HandCraft Linen Services, Richmond, Va.
If I could sum up the answer to this question with two words, they would be transparency and partnership.
First, you must be transparent with your data. Many times, team members do not know what key performance indicators are being collected or what the goals are. Whether it is monthly updates or trends over a six-month period, sharing this information is critical to get buy-in. Often, seeing these data can motivate individuals to achieve better results.
In addition to showing data, explaining the why behind the key performance indicators is equally important. Knowing the who, what, where, when and how is part of every training. What may be lacking is the why—how is this part of the bigger picture? How does it affect the customer? Doing the right thing is innate to most people. Knowing the why gives team members the reason to pursue excellence.
The next step is to develop a partnership with your team members. It is not you versus them. It is “us.” Although we all do different tasks, we all work together to accomplish the organizational goals. Pointing fingers or blaming others will not accomplish the sense of trust needed.
Management should not accept all the praise or all the criticism. They should be held accountable for the performance of their duties. The same is true for employees. Yet, when managers give employees all the credit for superior performance as well as take the blame when the team falls short, this shows employees that managers have their backs. This kind of support makes the team want to perform well for the managers.
Trust is built, which encourages a strong partnership and accountability.
Uniforms/Workwear Manufacturing: Steve Berg, Encompass Group LLC, Pelican Rapids, Minn.
I think we all agree that KPIs are a valuable tool to assist every area of a business, not only to move in a strategic way toward preset goals but also provide a real-time measuring stick to demonstrate how effectively an organization is achieving these goals.
Encouraging a culture of ownership is a journey that begins with the creation of the KPIs themselves; is sustained by proper training, tracking and communication; and is brought to fruition by celebrating success and honoring achievement.
Involve team members with goal-setting. Once the high-level company objectives have been established by the executive leadership team, involve team members in the process to further define and focus those objectives into KPIs for each team within the organization.
What detailed daily activities can each of us strive for that will help move the needle as it relates to the overall company objectives? Set clear, concise and attainable goals and then define expectations.
Pair team members with accountability partners. Create a support system within your teams that encourages working toward common goals. Provide mentorship opportunities for senior employees that encourage teamwork with less experienced employees.
Schedule standing meetings. Check in with team members regularly. Hold scheduled meetings (both one-on-one and team meetings) to keep communication and ideas flowing.
Provide necessary training. Encourage continuous learning. Provide regular training and development opportunities along with refresher training for those who may need existing skills updated.
Offer constructive feedback. Use performance reviews along with peer feedback if available.
Ensure optimal transparency with KPIs. Share results continuously and regularly. Celebrate wins. Track and trend metrics publicly. Communicate implications of not meeting KPIs and ensure consequences are objective, fair and consistent.
Reward and recognize success. Incentivize performance in traditional as well as creative ways that fit your organization. Recognize accomplishments and promote a growth mindset among all team members.
Healthcare Laundry: Joseph E. Samuel, JVK Operations Ltd., Amityville, N.Y.
At JVK Operations, accountability is about making sure every team member understands how their work directly impacts our business. I do not just speak to employees about hitting key performance indicators—I make it clear that every number on a report represents real dollars gained or lost.
One of the most critical metrics we track is pounds per operator hour (PPOH) because it tells us how efficiently our plants are running.
If PPOH drops, we are paying more in labor costs for the same amount of work, which means higher costs and tighter margins. If PPOH rises, our workforce is operating more efficiently, driving profitability and long-term stability.
This is why I focus on connecting performance to financial impact—when employees see that even a small change in efficiency can mean thousands of dollars saved or lost, accountability becomes personal.
A key principle I rely on is management by objectives—setting clear, measurable targets that everyone understands. When people know exactly what is expected of them and how their performance is evaluated, they are more likely to take ownership of their work.
I do not just tell employees to “work harder” or “be more efficient.” Instead, I break it down in real terms: if our PPOH target is 150 and we are operating at 140, I show them the actual cost of that gap in labor dollars. If we are exceeding the target, I make sure they see the financial upside and show how it strengthens our position as a company.
I also emphasize process optimization and continuous improvement. If PPOH is down, I do not just look at labor—I dig into what is slowing us down. Is it a bottleneck in production? Are machines running at suboptimal speeds? Are operators working efficiently, or are there unnecessary movements in their workflow?
By analyzing performance data and listening to employees on the floor, I identify the root cause of inefficiencies and work with the team to fix them. Accountability is not just about pointing out problems—it is about making sure people have the tools, training and process improvements they need to succeed.
One thing I do not tolerate is management by fear because it does not work—at least not in a way that produces sustainable results. Employees who are constantly afraid of being reprimanded do not take initiative, do not report issues and ultimately become disengaged.
Worse, if poor-performing managers are allowed to continue running their teams through intimidation, employees stop responding altogether. That is when productivity stalls, turnover rises and accountability disappears entirely.
The only way to maintain a high-performance culture is to remove managers and employees who are unwilling or unable to meet expectations. If someone is consistently failing to perform, despite having clear goals and the necessary support, I do not let the problem linger—I address it directly, whether through coaching or termination.
At the end of the day, accountability is not about top-down pressure—it is about making performance tangible. By tying key metrics like PPOH to real financial outcomes, eliminating ineffective management tactics and continuously working with employees to optimize processes, I ensure that accountability is not just a concept; it is a mindset that drives JVK Operations forward.
Commercial Laundry: Edward Arzouian, Bates Troy Inc., Binghamton, N.Y.
I had to give this question some thought as to whether or not I wanted to tackle it in the first place.
I wasn’t sure I wanted to answer it as my response may seem too flippant. Also, having gone back and forth a few times in my career(s) from a subordinate to a supervisor and management, from employee to owner, I’m of two minds about this idea of having to develop a sense of accountability and achievement.
From the point of view of an employee, there is a Dilbert cartoon by Scott Adams that sums up my thoughts concisely. It is from the strip where Pointy-Haired Boss reviews Alice’s (Dilbert’s co-worker) performance. I have a copy of this cartoon strip in my office.
It goes like this:
“How do you feel when I give you positive feedback?”
“Underpaid.”
“How do you feel when I give you negative feedback?”
“Underappreciated.”
“Then what motivates you?”
“The government makes rectangular pieces of paper.”
In other words, as an employee, if you want me accountable, pay me. If you want me to be really accountable, pay me well!
That’s from the point of view of a “team member.” From the point of view of a supervisor/manager/owner, it’s the flip side of that coin, of course. I’m paying you, we’re paying you to do your job, so do it! What more do you need?
Obviously, it is more complicated than that. Some specifics we could mention are making the key performance indicators clear, realistic and attainable.
If we’re talking about a team, then peer review, transparency, shared goals and objectives foster accountability. Most people don’t want to let their team down. Most people want to pull their weight, and usually on a team there is somebody who will take a leadership role in either positively motivating or negatively criticizing a teammate who isn’t being accountable.
If we’re addressing an individual performance, a supervisor or management should be providing feedback and support. That support can take many forms: adequate equipment, tools and software; sufficient manpower; and personal guidance.
Some team members will need suggestions and advice. Others perform better with a hands-off approach—take the leash off and watch me run. The key is knowing the difference.
If you have been diligent in your hiring practices, you should have an employee or team member who is accountable. Why else would you have hired them?
Check back tomorrow for the conclusion with advice from experts in consulting services, equipment/supply distribution and textiles.
Have a question or comment? E-mail our editor Matt Poe at [email protected].
