TSLA315.350-0.3%
GM52.8900.21%
F11.8100.04%
RIVN13.0700.2%
CYD24.5000.76%
HMC30.2800.6%
TM174.8902.88%
CVNA348.3304.94%
PAG182.5600.07%
LAD352.9001.01%
AN212.5000.51%
GPI466.0001.38%
ABG258.660-0.28%
SAH87.5701.15%
TSLA315.350-0.3%
GM52.8900.21%
F11.8100.04%
RIVN13.0700.2%
CYD24.5000.76%
HMC30.2800.6%
TM174.8902.88%
CVNA348.3304.94%
PAG182.5600.07%
LAD352.9001.01%
AN212.5000.51%
GPI466.0001.38%
ABG258.660-0.28%
SAH87.5701.15%
TSLA315.350-0.3%
GM52.8900.21%
F11.8100.04%
RIVN13.0700.2%
CYD24.5000.76%
HMC30.2800.6%
TM174.8902.88%
CVNA348.3304.94%
PAG182.5600.07%
LAD352.9001.01%
AN212.5000.51%
GPI466.0001.38%
ABG258.660-0.28%
SAH87.5701.15%
Dealers' #1 source for auto industry news, content, coaching & analysis

How specificity drives accountability

In this episode of Lessons in Leadership, Dave Anderson, president of LearnToLead and a leadership expert, breaks down the power of specificity in coaching and accountability. Anderson explains why vague commitments often fall short and how drilling down into clear, actionable behaviors can transform promises into measurable results.

To start, Anderson begins with a common coaching challenge: when employees make broad promises, such as “I’ll work harder” or “I’ll be 100% committed,” it’s difficult to hold them accountable. These general commitments sound encouraging but lack the detail needed for meaningful follow-up. Anderson’s solution? Push for specificity.

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He suggests asking the employee to define precisely how their improved effort will manifest in their daily routine. For example, rather than accepting “I’ll work smarter,” a leader should ask, “Where will I see that in your daily routine? What will be different?” By drilling down repeatedly, leaders help employees identify specific behaviors and habits that can be changed.

This approach serves two key purposes:

  • First, it clarifies the commitment in measurable terms.
  • Second, it provides concrete criteria for future accountability conversations.

If the employee follows through, the leader can acknowledge the specific actions taken and reinforce the progress. But if the employee falls short, the leader can refer back to the agreed-upon specifics and address the gaps directly.

“Get really specific about behaviors that are going to change, habits that are going to change, how they spend their time.”

Anderson emphasizes that clarity is essential: without it, accountability is impossible because you can’t hold someone accountable for an undefined promise. This technique of asking “where will I see it?” encourages a shift from vague intentions to actionable commitments, making coaching more effective.

He closes by encouraging leaders to try this method in their coaching conversations to see improved behavior and results. Viewers are invited to explore more of Anderson’s leadership insights at CBTNews.com and to check out his book Elevate Your Excellence on Amazon or LearnToLead.com.

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Jaelyn Campbell
Jaelyn Campbell
Jaelyn Campbell is a staff writer/reporter for CBT News. She is known to cover the latest developments impacting automotive retailers, manufacturers, and industry professionals. Based in Atlanta, Georgia, Jaelyn brings a journalistic focus to key trends shaping the retail automotive landscape, including dealership operations, evolving consumer behavior, EV adoption, and executive leadership strategies.

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