AAA Accountability Diagnostic — KwanHoward.com

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AAA Accountability Diagnostic

Free Diagnostic Tool for Managers

Find Out Exactly What's Breaking Down

You already know something isn't working. Your team isn't following through. You're repeating yourself. You're doing work that should belong to someone else. This diagnostic tells you exactly why — and what to fix first.

20 questions. 5 minutes. No guessing.

Minutes

Questions

Sections

CourageConsistencyAwarenessAbilityAgreement

Before You Answer — Read This.

Answer every question based on what's actually happening in your operation — not what you wish was happening, not what you're working toward, and not how you performed on your best week.

This diagnostic is only as useful as it is honest. If you answer the way you want to see yourself, you'll get a result that feels good and changes nothing. If you answer the way things actually are, you'll get a result you can actually use.

Garbage in, garbage out. Your team is counting on you to be honest about this.

Courage — The Left Rail

Are you actually having the conversations that need to happen?

When an employee misses a standard, how quickly do you typically address it?

Same day — I address it as soon as I observe it Within a few days — I get to it when I can I often wait, hoping they'll correct on their own I frequently avoid the conversation altogether

When a conversation gets uncomfortable or the employee pushes back, what typically happens?

I stay in it — discomfort doesn't end the conversation I finish the conversation but soften the message I tend to back off when I feel resistance I usually end the conversation to keep the peace

Think about a recurring issue you haven't fully addressed. How long has it been going on?

I don't have recurring issues — I address things as they surface Less than two weeks — I'm working on it now A month or more — it keeps getting pushed Several months — I've been hoping it resolves itself

After a difficult accountability conversation, what best describes how you feel?

Clear — I said what needed to be said and I'm confident in the outcome Mixed — I said it but I'm not sure it landed the way I meant it Anxious — I second-guess what I said after the fact Relieved it's over — I avoid thinking about whether it worked

Consistency — The Right Rail

Does your environment support or undermine the standard?

When an employee hits the standard, what typically happens?

I acknowledge it specifically — I name what they did and why it matters I give general praise — "good job" type recognition Nothing — hitting the standard is just expected I only respond when things go wrong

How consistently do you follow up after an accountability conversation?

Every time — I schedule the follow-up before the conversation ends Most of the time — I check back when I remember Sometimes — the busyness of the day usually gets in the way Rarely — the conversation is usually where it ends

How would your team describe the consistency of your expectations week to week?

Predictable — they know exactly what I expect and it doesn't change Mostly consistent — I have standards but I'm sometimes flexible Inconsistent — what I enforce depends on my mood or how busy things are Unpredictable — they're never sure what I'll address or let slide

When you've let a standard slide once, what usually happens next?

I correct it immediately — one exception doesn't become a pattern I address it within a day or two before it becomes the new norm It usually slides again — exceptions tend to stack up The exception becomes the new standard over time

Awareness — Rung One

Does your team actually know what the standard is?

If you asked a team member to explain the standard they're responsible for, what would happen?

They could explain it in their own words without hesitation They'd get the general idea but might miss some specifics They'd probably struggle — I'm not sure they fully know it I'd be surprised if they could — we've never checked

When you communicate a standard, how do you confirm they received it clearly?

I ask them to repeat it back in their own words before moving on I ask if they have questions — if they don't, I assume they understood I say it clearly and trust that they got it I post it or announce it — confirming individual understanding isn't a regular step

When a team member says "I didn't know that was the expectation," what's most likely true?

I can prove they knew — I have a record of the conversation I'm fairly confident they knew, but I can't prove it They might be right — I'm not certain awareness was confirmed They're probably right — I rely on general communication, not individual confirmation

How specific are the standards you communicate to your team?

Very specific — I name the exact behavior, not just the general expectation Fairly specific — I give direction but leave some room for interpretation General — I set the theme and expect them to figure out the behavior Vague — standards are implied more than stated

Ability — Rung Two

Can your team actually do what you're asking?

Before holding someone accountable, how thoroughly do you verify they have the skill to perform the standard?

I confirm it directly — I've seen them do it or tested them on it I assume they can — they've been trained I don't usually check — if they can't do it, they'll ask I rarely check ability before holding the conversation

When a team member consistently underperforms on the same task, what's your first assumption?

I ask myself if there's a skill gap before assuming it's a will problem I consider both — it might be skill or it might be attitude I usually assume they know how and are choosing not to I assume it's an attitude problem and address it that way

When you discover someone lacks a skill needed to meet the standard, what happens?

I shift from accountability to development — skill building comes before consequences I try to help but often don't have a structured development plan I tell them to figure it out — the expectation doesn't change I escalate to consequences regardless of whether a skill gap exists

How would you rate the resources available for your team to perform at the standard you require?

Strong — tools, training, and support are in place Adequate — some gaps but nothing that prevents the standard Weak — there are real gaps that make the standard harder to hit Poor — I'm holding people accountable to a standard the environment doesn't support

Agreement — Rung Three

Did they explicitly commit — or did you assume the yes?

After communicating a standard or correction, how do you close the conversation?

I ask for an explicit verbal commitment — "Can I count on you to do this?" I ask if they understand — their "yes" signals agreement to me I tell them what's expected and end the conversation The expectation is implied — I don't ask them to commit explicitly

When an employee nods or says "okay" during a conversation, what does that mean to you?

Nothing yet — I still ask for an explicit commitment before moving on I take it as soft agreement but follow up to confirm I take it as agreement — a nod means yes in my conversations I take it as full commitment — the conversation is done

If an employee doesn't follow through, can you point to a specific moment where they said they would?

Yes — I document the commitment and can reference it specifically Usually — I can recall the conversation even if I didn't document it Sometimes — it depends on the conversation Rarely — the expectation was clear to me but never explicitly agreed to

How would your team describe the difference between a conversation with you and a real commitment?

They know every conversation with me ends in something they personally own Some conversations feel like commitments, some feel like information Most conversations feel like information — commitment isn't always clear They'd say conversations and commitments are different things

All 20 questions must be answered to generate your results.

Your Diagnostic Results

Here's What's Breaking Down

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Almost There — One Step Before You Book

Tell Kwan What You're Walking Into

So the 20 minutes count, tell Kwan what you're dealing with and what you're committing to do about it. He'll review this before the call.

What's the biggest thing breaking down on your team right now?

Based on your results, what's the first thing you're going to change?

By when?

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Section Breakdown — What's Breaking Down and Why

The Turnaround Starts Here

Want To Get Started On The Turnaround Now?

You now know exactly where your system is breaking down. That clarity is worth nothing if it doesn't turn into action.

The managers who close the gap aren't the ones who understood it — they're the ones who committed to fixing it the same day they found it. Start your corrective action plan below.

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Your Corrective Action Plan

Write the three specific things you're committing to — and when you'll have them done. This goes in your PDF.

Priority Action #1

Complete by

Priority Action #2

Complete by

Priority Action #3

Complete by

Additional Notes

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