Executives tend to believe that being accountable is a trait you either have or don't have by the time you enter the workforce. In other words, "It's the person." Is it possible, however, that it could also be the environment? Could executives be unwittingly creating conditions that make it harder for employees to be accountable?
How Leaders Create Accountability reveals the latest research around what levers CEO's and other executives can pull to infuse accountability into the fabric of their organization's culture to get the right behaviours, and the right results, more often.
7. “it’s not my problem
Sure glad that hole isn’t at our end.
8. • Missed deadlines
• Employees expect managers to solve problems
• Finger pointing
• Lack of trust & cooperation
• “Us” vs “Them”
• Managers don’t address poor performance
• Defensiveness to feedback
• Making excuses
FRUITS OF LOW ACCOUNTABILITY
9. • Doing whatever it takes to achieve the mission
• Suggesting solutions to managers
• Regularly reporting progress
• Managers address poor performance
• Going out of their way to assist colleagues
• Integrating lessons learned into SOPs
• Request feedback
• Trust & cooperation
FRUITS OF HIGH ACCOUNTABILITY
10. Plans are translated into desired results to the degree
that ACCOUNTABILITY is demonstrated and enabled.
EXECUTION MACHINE
Demonstrate
Personal
Accountability
Build
Accountable
Relationships
Create
Conditions of
Organizational
Accountability
Plans Results
12. What would you prefer to learn about?
3 Habits of
Developing
PERSONAL
ACCOUNTABILITY
4 Habits
of Building
ACCOUNTABLE
RELATIONSHIPS
Creating the
6 Conditions of
ORGANIZATIONAL
ACCOUNTABILITY
13. You can’t inspire others
to be accountable until
you become a
SHINING BEACON
of accountability yourself.
15. THREE HABITS of Personal Accountability
Don’t Blame
1
Blame kills
accountability
Look in the
Mirror
2
Acknowledge your
part in problems
Engineer the
Solution
3
Fix the process,
not other people
16. THREE HABITS of Personal Accountability
Don’t Blame
1
Blame kills
accountability
Look in the
Mirror
2
Acknowledge your
part in problems
Engineer the
Solution
3
Fix the process,
not other people
17. How do people generally
respond to being blamed?
What negative behaviours
does blame encourage?
What healthy behaviours
does blame kill?
GROUP DISCUSSION
18. Blame is a virus that kills
accountable behaviours.
• Initiative
• Teamwork
• Learn from Mistakes
• Innovation
• Accepting Feedback
• Problem Solving
• Wait Until Told
• Deflect Blame
• Hide Mistakes
• Risk Adverse
• Reject Feedback
• Fight or Flight
19. THREE HABITS of Personal Accountability
Don’t Blame
1
Blame kills
accountability
Look in the
Mirror
2
Acknowledge your
part in problems
Engineer the
Solution
3
Fix the process,
not other people
21. If you are part of the system in which
a problem was discovered,
you likely contributed to the problem.
22. Any time you encounter a problem,
first ask:
“How may I have
contributed to this
problem?”
23. Share a time that you
realized your actions (or
inactions) contributed to a
problem you initially blamed
someone else for.
SHARE WITH A
PARTNER
24. THREE HABITS of Personal Accountability
Don’t Blame
1
Blame kills
accountability
Look in the
Mirror
2
Acknowledge your
part in problems
Engineer the
Solution
3
Fix the process,
not other people