The Accountable Leader: Developing the Right Mindset & Practices That Ignite Peak Performance
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* Are your leaders struggling to get strong performance from your people? * Are your leaders driving results through their own efforts, not their team? * Is your company suffering from operational breakdowns, late deliveries, low employee motivation and more? Today’s most successful companies all have one trait in common. Their high performance organizations are driven by a strong accountability culture. Download "The Accountable Leader" to learn the right mindset and practices to drive results in your organization.
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The Accountable Leader: Developing the Right Mindset & Practices That Ignite Peak Performance
- 1. The Accountable Leader: The Secret to Driving a High Performance Organization
- 2. About Denise Corcoran Expert in … Growth Leaders & Organizations Peak Performance & Change Technologies Whole Brain Business Growth Solutions High Performance Cultures “Our secret weapon to achieving rapid growth.” CEO, Manufacturing Company
- 3. Send your questions 3 ways: Email: denise@empoweredbusiness.com Tweet: @DeniseCorcoran4 #leading growth Or in the question box on screen
- 6. WEAK EXECUTION 60% Booz Allen Study, 2008, HBR
- 8. The high cost of poor accountability
- 9. Struggling to get strong performance from employees? Leaders driving results through own efforts? Operational breakdowns, chaos and lack of control? Low employee motivation? Eroding profits and culture?
- 10. POLL Current company revenues? A. $0 - $10 million B. $10 - $50 million C. $50 - $200 million D. Above $200 million
- 11. POLL What is your current role? A. C-level Executive B. Vice President C. Middle manager D. Team leader E. Leader in development
- 16. Lack of leadership self-responsibility & self- accountability Need to be popular and liked (aka codependency) Weak delegation skills Focus on activities, not results & values Systemic reasons/functional conflicts Lack of associated rewards/consequences Using hope as a strategy
- 18. Responsibility Accountability “You do it.” “You answer for it.” Before After Few results Many results
- 22. Do you have what it takes to create accountability? Goals & Strategy Culture Leadership Skills People Practices Mindset
- 24. Quiz When you think of the word accountability, what thoughts, feelings and associations come up for you?
- 27. Who you are Who you perceive yourself to be IDENTITY
- 29. POLL How’s the pace of this webinar? A. Much too slow B. A bit too slow C. About right D. A bit too fast E. Much too fast
- 31. It causes conflict. It’s about blaming people. “Who am I to tell them what to do?” “I won’t be liked.” “Trusting employees will get it done and that’s enough.”
- 32. What’s important to you? VALUES
- 33. Is accountability a value within your company?
- 34. THE TRAP: When do your values become a liability?
- 35. What motivates you? MAPs (Motivation & Attitude Patterns)
- 36. Primary Motivation Drivers Pattern Strength Pitfall Power • Gets things done • Takes charge • Over control • Can offend others Affiliation • Teamwork • Cooperation • People pleasing • Overly influenced by unhappy employees Achievement • Success oriented • Challenges others to stretch • Over-drive • Ignores needs for employee buy-in
- 37. Relationship to Norms/Rules Pattern Strength Pitfall Assertive • Willing to tell others expectations • Golden rule • Too bossy • Over-rigid rules Tolerance • Lets others do things their way • Honors uniqueness • Too much autonomy • Difficulty holding others to same rules
- 38. #2: Goals & Alignment
- 40. Company Goals Success Measures/Metrics Personal Performance Goals Expected *Results* Coaching + Evaluations Accountability Results
- 41. #3: Culture
- 43. Teach the skills Hire for motivation and culture “fit”
- 44. Ideal Culture Identity, Values & Beliefs Valued Behaviors Expectations (measurable) MAPs Assessment Coaching & Evaluation Accountability Behaviors
- 46. Effective Delegation … The difference maker
- 48. Why delegate? (benefits)? When/to whom and what do you delegate? (decision criteria)? What do you believe are critical success factors in effective delegation? How do you delegate? (steps, communications, considerations, etc.) What stops you from delegating? What do you believe are barriers to delegating from employee perspective?
- 49. Internal Blocks Perfectionism Enjoyment Not Valuing Your Time Fear of Loss of Control External Blocks Competency Blocks (employees) Not Having Necessary Skills (leader)
- 51. QUESTION: Who would you rather hire? Someone who … Has needed job skills OR Can deliver required results?
- 53. Focus on end results and values behaviors, not the person Key questions: what should he/she accomplish (not do)? What valued behaviors must he/she demonstrate? Define success = top “x” number of performance measurable results + valued behaviors Provide benchmark for “A” performance For shared accountabilities, define individual’s contribution, plus lead/support role Link to the hiring process and contribution management process
- 54. Results + Values Recognition Rewards Consequences Align people practices to expected results & values.
- 57. Do you have what it takes to create accountability? Goals & Strategy Culture Leadership Skills People Practices Mindset
- 58. Follow-up with questions Request bonus: delegation effectiveness Schedule Leadership Strategy Session Picture: oatsy40 on Flickr
- 59. Clarify your goals and desired outcomes Identify “real” issues holding you back Learn from others’ success stories Gain outside perspective how to move forward Identify next steps and plan of action To schedule: www.EmpoweredBusiness.com/free- leadership-edge-strategy-session
- 60. Parting Words
- 61. Final Q&A
- 62. Contact Us! www.EmpoweredBusiness.com denise@empoweredbusiness.com Linkedin: www.linkedin.com/in/denisecorcoran Twitter: @DeniseCorcoran4 Facebook: www.facebook.com/denise.corcoran.902 650-348-1842
- 63. Denise Corcoran The Empowered BusinessTM denise@empoweredbusiness.com
Hinweis der Redaktion
- Rework Return of defective products Inefficiency Workplace conflicts Loss of valuable employees Lost of loyal customers Poor customer service
- Rework Return of defective products Inefficiency Workplace conflicts Loss of valuable employees Lost of loyal customers Poor customer service
- See bookmarked page about BP & accountability Lord Browne, CEO: “BP has not demonstrated that it has effectively held executive management and refining line managers and supervisors, both at the corporate level and at the refinery level, accountable for process safety performance at its US refineries.”
- Root – early English “Able” = liability = liability to account” Account for what? Words, thoughts, actions, behaviors and outcomes
- Typically confused and use interchangeably Responsibility= obligation; obliged to do Accountability = take a count of As company grows, leaders must work thru others, less doing themselves. Should only be personally doing (or being responsible for) a few things, yet still accountable for all of it Leaders used to being the go to person. What is a leader responsible for? Develop oneself – respons. For all their thoughts, emotions, behaviors, actions Define and get buy-in on purpose, vision, strategy and goals (and achieve them) Define success (individually and organ) Craft and be steward of values and culture Develop, coach others, esp. other leaders Inspire and motivate others to follow (ie. Lead) Leader accountabilities – everything (yet not respons. For everything); Eg. Of difference bet. Account. & respon. With employee
- Personal = personal actions; self accountability; personal decisions, behaviors, focus, etc. Peer/team = interpersonal; joint/team goals, shared respons.; link to big picture and company goals Organization = whole co. or function; stakeholders in bigger system, eg. Customers, other functions/staff, vendors; where responsibility breaks down; company/strategic goals; blurred lines of responsibility (promises and commitments to customers)
- Collective – eg. Family first business before business first business; hero Individual – eg., Dale, President, humble, peer, sister/brother, belief: accountability/president – dictator; couldn’t tell people what to do; fairness; consensus
- seeing yourself at cause for all your outcomes in life and leadership (master of my fate; captain of my soul); rather than at effects of situations Locus of control
- High tolerance example – ace, hanging onto poor performers;
- Example: Keith/quality – 5 or less returns; meeting with each team leader – their contribution; results – increased customer satisfaction
- Peter Drucker: culture eats strategy for breakfast Culture = competitive edge Cos. Can copy products and strategies; they can’t copy culture (eg., customer service) Zappos, so west air. Small Giants Culture = personality/identity/actual collective values MAPs Your role – manage daily drivers of culture (people practices like hiring and coaching; behavior expectations & ; model; rewards, consequences and celebrations)
- Goals = what; culture = how Culture > values; values is foundation Ideal culture = ideal workplace environment What looks like? Sounds like? How do employees communicate (formal/informal)? What motivates employees? Why would they want to work for your company? Flexibility in organ. – punching clock vs. flexible hours Get employees perspective; get leaders’ perspective How get best from employees? Identity and beliefs Eg., awards, brands, physical environ., etc. = identity; example – Ace (hero vs. disciplined hero) Beliefs: like psychologically healthy workplace = success; definition of success Valued behaviors expectations: observable; measurable; value + 1-2 sentence definition + 3-4 behavior expectation; Example
- Are you the bottleneck??
- Dumping: avoids assigning by delegating; things don’t like to do; unpleasant, uninteresting tasks; grunt work; lacks assigning authority; often lacks a “feedback” loop; negative outcomes; high performers “I need x by ___. Go figure it out.” Power questions (next slide)
- They do not define what success is in the role. People just focus on tasks, Define min. qualifications, tasks and responsibilities => hiring least qualified, mediocre If you want successful people, define success first. Experience ≠ they can deliver desired results Past experience – poor indicator of perform. Past perf. Better indicator Even better is current perf/results Eg., of least effective way to ask for new hires
- “The ancient Romans had a tradition: whenever one of their engineers constructed an arch, as the capstone was hoisted into place, the engineer assumed accountability for his work in the most profound way possible: he stood under the arch.” — C. Michael Armstrong, former Chairman of AT&T