In this Q&A interview with Linda Galindo, she gives the straight truth about personal accountability – a prominent topic in corporate culture consulting.
The word “shared” in an activity that requires personal accountability and ownership for results without fault, blame or guilt causes a problem. “Let’s share the decision making on this.” How about let’s not!
If “It’s just easier to do it myself” is common when you think about holding someone accountable you are wearing a neon sign that reads — “UNDER PERFORMERS WELCOME HERE”. Yep, that’s right, you are very likely attracting what you most complain about when you rescue, fix and save.
The CEO of an organization had asked me to come speak to his Board about accountability and how, as a value, accountability plays a role in lowering stress, increasing productivity and ensuring job satisfaction for employees. I was to be the featured speaker of the Board’s retreat. The night before the main session, the Board…
Bear with me on this analogy for managing employees. You may want to argue with it or say you would do it a different way. But as is the case with accountability, you have to change your thinking to adopt an accountability mindset.
Unclear expectations are the bane of a leader’s existence both in the giving and in the getting.
This week’s guest blog features an article from MBAPrograms.org, which quotes Linda Galindo sharing advice with entrepreneurs for a problem she sees in businesses more often than not. This is a must read for small business owners.
This executive came to realize that he confused accountability with authority and viewed accountability as a zero-sum game; if one person was accountable for a situation or result, then everyone else wasn’t. He’s changed his mind!
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.
A manager who ignores blatant symptoms of an unprofessional attitude is accountable for that new hire’s predictably laissez-faire behavior on the job.
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.