| A culture of leadership accountability will benefit, | | | | participate. This also democratizes the process |
| not just you as the leader, but the rest of the | | | | and helps the employees feel like they are truly |
| organization as well. If you are unsure of what to | | | | part of the organization. If you alienate them by |
| do, you need to consult the management as well | | | | not involving them, chances are... they will start |
| as the rank-and-file employees on creating a | | | | grumbling and deliver bad performance. |
| culture of leadership accountability. | | | | 3. Create a new standard and implement it. Utilize |
| Here are a few steps worth considering in doing | | | | the teams in your organization in doing this. As in |
| that: | | | | step 2 above, if they are involved in the |
| 1. Define the expectations and standards that | | | | policy-making, they will also be glad in performing |
| everyone will follow. If you have a townhall | | | | and delivering the very quota and targets that |
| meeting or a regular office meeting, you better | | | | they aimed for. By using organic teams in the |
| define the standards and the performance | | | | organization, they will also encourage and "police" |
| evaluation metrics you will use. This way, | | | | each other for performance. |
| employees know that they are being watched | | | | 4. Measure and evaluate. Without measurement |
| and that their performance is being monitored and | | | | and evaluation, you will not be able to declare a |
| measured by the management. This will prevent | | | | new standard to be successful or not. By using |
| grumbling and complaints if somebody is | | | | key indicators for each team, then you will know |
| terminated because of really poor performance. | | | | the level of performance as well as the quantity |
| An example would be the reiteration of the policy | | | | of deliverables achieved for a set period. |
| on absences and on meeting the quota. | | | | These four steps are but simple ways of helping |
| Categorically define the violations and their | | | | create a culture of excellence and leadership |
| corresponding sanctions. Likewise, state the | | | | accountability in your organization. You need to be |
| favorable behavior and the rewards associated | | | | committed to learning on the job and in looking |
| with doing them. | | | | for new ways to motivate employees and ensure |
| 2. Involve your people in raising the standards of | | | | accountability. If you, as a leader, is accountable, |
| excellence and leadership accountability. If the | | | | then the people who follow you will also get that |
| employees are involved in policy-making and | | | | habit and follow after your example. |
| decision-making, they are more likely to follow and | | | | |