Back in my days as a radio news personality a station consultant charged with improving our ratings told the morning team to produce our shows with “health, heart, and pocketbook” in mind. Health, heart and pocketbook were, according to the consultants, what gets and keeps listeners engaged.
Imagine yourself sitting with your leadership group as an Executive Retreat on the topic of Accountability is about to start. In your mind it’s going to be some type of training. Are you bored, excited, nervous, ready to engage?
What a great date to celebrate the 12 Accountability Behaviors we espouse in our accountability education for leaders, managers and employees.
Key to self-promotion is being able to demonstrate continuous learning about accountability in the workplace in a way that shows your organization you are increasingly valuable to the enterprise.
You’ve probably been there when the call comes in and someone is asking you to be accountable for activity, not results. It’s frustrating probably like it was for the manager of “a talented young staff member who had joined the department 18 months ago” who got a call from her boss, the Vice President of the Division.
In an excited but somewhat frantic call from a 28-year old professional super star in his chosen profession, Ed told me how he had achieved the highest level of accomplishment for the year in record time. He had hit all his goals and was being recognized for his achievement.
The more accountability in an organization, the fewer people you need to get the work done.This realization and the impact it can have eludes many executives (and possibly government agencies) so the inertia at the top of organizations is understandable.
The president of a company I work with providing education and training on accountability recently sent me an email with this message from his daughter who has just gone off to college:
When teaching personal accountability to managers, it is not unusual to hear complete exasperation about the lack of accountability a boss demonstrates. As participants in accountability education it is almost impossible not to start thinking about “my unaccountable boss, who could really use this.”
The prevailing belief about holding people accountable is that it is mean and not compassionate to do so. Or, holding someone accountable will be a conflict.
The best managers understand that the worst possible thing they can do with individuals who demonstrate low personal responsibility and accountability levels is put them on a team. That would be akin to shoving a round peg in a square hole. It’s not a fit.
Have you ever wanted to be a fly on the wall in a senior leadership meeting as the group discusses the importance of the corporate culture and then the topic of accountability comes up?