Are you fostering an accountability-based team, department, or organization?
In an accountability-based organization, the onus is not only on direct reports (and their reports) to be accountable, but also on managers and executives to produce a culture that fosters accountability in its employees. This can be scary at first, but will pay off in the long run.
The One-Page Strategic Plan (a Mastering the Rockefeller Habits 2.0 or Scaling Up tool) provides an appropriate framework to drive this accountability through our Red Yellow Green success criteria. So, how do you get started? By taking the time and effort to provide a combination of clear, specific, measurable priorities for your direct reports – aligned with company priorities - plus the tools, time, support and training to go along.
Here are five specific attributes of an accountability-based culture:
In an accountability-based company, everyone knows what's expected of them and by when, regardless of whether they are sitting in the staff or management section of the stadium. Clear expectations and accountability for results give us all a better sense of direction. In the words of Stephen Covey, "Accountability breeds response-ability." And, accountability is inherent in the Rockefeller Habits One-Page Strategic Plan tool.
A Colleague Speaks Up!
Colleague and friend Shirley Collins had this to say regarding my thoughts on Accountability and Response-Ability: “I once worked for a company that had a poor first quarter. The President called a meeting with all Vice Presidents - and in this meeting each department had to take proportionate ownership of the quarter's failure.
Each had to identify what wasn’t done, develop a plan, and then communicate to our departments how we were going to have a greater impact in the success of the next quarter. This information was given to the Board of Directors with the assurance that the next quarter would be better.
Suddenly, there was a climate of accountability that trickled down to each employee. Each employee understood his/her role in increasing profitability and was held accountable. They were told to clear their center desk drawer and tape their individual quarterly priorities and tasks in it. Each morning when they reached in to get a pen or pencil they were instructed to evaluate their previous day's performance.
The change in behavior and accountability greatly improved second quarter results.
Going forward, each quarter review saluted and recognized departmental and individual responses. Accountability AND Response-ability made the difference.”
Enjoy the same benefits that Shirley’s company did when you take these five steps to reap the rewards of Response-ability:
Click HERE to learn more about how our coaches can help you gain company-wide clarity, focus, and alignment to drive accountability and response-ability.
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