Yesterday, I shared a simple model for keeping yourself and others accountable in business relationships.A few months ago, a client reached out with a great example of this process in action.Long ago I adopted a strategy for holding agents accountable to their goals by using this simple process.First, I had them identify (or recommit to) their goals (which was usually already done in prior coaching meetings) and review the activities needed to achieve these goals.Next, I’d ask them what short term activities they were willing to commit to (weekly or monthly) and have them track these activities.If they would do the activities without results, then it was skill building they needed.If they came to the next meeting without accomplishing the agreed upon tasks, then we would reset for the following time period, and I would say to them:“So, we agree, that if you don’t do these things, then you’re telling me that this business isn’t for you. Is that right?”If the agent chose not to do the tasks, they usually would exit themselves, and I would never have to say, “You’re fired!”If they followed through on their commitments, we celebrated their progress and built on their success.This manager used Ignition (setting goals/activities both parties agreed on), Trust (if you don’t follow through on your commitments, you’re making a decision about your future), and Feedback (skill-building or building on successes) to make accountability work in his company.Give it a try in your office or team and let me know how it goes.