| When I am asked by coaching clients about how | | | | to feedback, embody a willingness to face |
| to instill a culture of accountability, questions pop | | | | problems, taking ownership, problem solving, and |
| into my mind related to the kind of culture that | | | | proactive follow-up. Actively engaged employees |
| exists without it. When accountability is at issue, it | | | | thrive on being measured; they embody |
| almost always suggests that the culture is not | | | | accountability, while actively disengaged |
| committed to high performance. Commitment and | | | | employees shy away from accountability because |
| alignment around shared beliefs is critical to | | | | they truly do not want to be measured. |
| success and sustainability in an organization. When | | | | In the book Journey to the Emerald City, Authors |
| Managers are not accountable by their senior | | | | Roger Connors and Tom Smith outline the means |
| leaders, it sends a message down the org chart, | | | | to create a culture of accountability. Their |
| either directly or indirectly, that a lack of | | | | methodology, which can be used for any culture |
| accountability is acceptable. Employees perceive | | | | change, consists of the following steps: |
| this and mirror what they see. It's one of the | | | | 1. Define clear results within your organization |
| reasons why senior leaders need to not only be | | | | 2. Define the actions required to achieve the |
| aligned themselves, but need to act and speak | | | | results |
| consistently so that employees across the | | | | 3. Identify the beliefs that produce these actions |
| organization understand what the expected level | | | | 4. Create experiences that instill the right beliefs |
| of performance is for everyone. Particularly in this | | | | The book gives a lot more details, checklists, and |
| challenging economy, employees want more than | | | | tools to lead a group through these steps. This |
| ever to understand what is expected of them; | | | | important work is best done when employees are |
| want to be rewarded for delivering on those | | | | invited to commit to the results they are |
| expectations and want to stay in organizations | | | | expected to achieve and they understand the |
| that give them the chance to contribute in a | | | | linkage between the evaluation of their |
| meaningful way. | | | | performance and associated consequences of not |
| For leadership to instill accountability, start early to | | | | meeting to the standard. Since all employees |
| establish the standards. This needs to happen | | | | would be held to the same objectives, it invokes |
| before problems occur and it involves being open | | | | a universal appreciation of what needs to be done. |