What does leadership mean when they communicate, “Take risks as long as you don’t take risks”? This is a message in organizations that many employees will swear they hear alongside continuous improvement initiatives.
Distinguishing between what you want and what you intend can yield great results. Don’t be fooled by the easy way into or out of personal accountability to get the results you want.
A manager who ignores blatant symptoms of an unprofessional attitude is accountable for that new hire’s predictably laissez-faire behavior on the job.
Here’s The Straight Truth™ – unless and until accountability gets personal, “got caught” and “settlement” accountability will continue to bankrupt us. Leadership sans personal accountability is a bankrupt concept.
A stockholder knows that a publicly traded company, by law, must act to the benefit of the shareholder above all else. When a company is in the spotlight and the information isn’t positive and shareholders could lose money, what’s a PR Department to do?
It’s nice to have “some” come along with accountability education or training but if the culture is rife with exceptions and lack of ownership by leadership, the job of “babysitter” or accountability police becomes unbearable.
I’ve seen many organizations transform from finger pointing, blaming, complaining, gossiping individuals into committed, high-performance teams that work. In essence, these organizations are flying high.
Some leaders don’t let go because they’ve forgotten what role they might play if they don’t have to spend all their time “managing” their staff. Don’t worry, there’s a lot to do.
Why is there no check on whether, in the new reality, an administrator has the ability to do what is necessary and not succumb to “perverse performance and bonus incentives”? Can this leader hold her or his peers accountable?
If you want the problem solved you have to own the problem fully; this is different than blaming yourself, and it is a source of personal power that is very effective when it is genuine.
Blame others for all the good things that happen to you.
Problem solvers don’t agree on what the problem is. You’ll certainly get agreement that there is “a problem.” Whether it’s education, healthcare, government, or a system or process that does not function well in your organization, identifying the problem before jumping in to solve it is rare.