How Leaders Create Accountability Webinar
Executives tend to believe that being accountable is a trait you either have or don't have by the time you enter the workforce. In other words, "It's the person." Is it possible, however, that it could also be the environment? Could executives be unwittingly creating conditions that make it harder for employees to be accountable? How Leaders Create Accountability reveals the latest research around what levers CEO's and other executives can pull to infuse accountability into the fabric of their organization's culture to get the right behaviours, and the right results, more often. Participants will learn: - A simple, specific definition of what accountability is, and is not, that will help align their organization to move in the same direction. - How accountable behaviours are the key to organizational execution. - The most impactful things leaders can do to create accountability within their organization. - How to measure accountability. You can't move the needle on what you can't define or measure.
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How Leaders Create Accountability Webinar
- 2. WHAT IS IT ACCOUNTABILITY WHY IT MATTERS HOW TO CREATE
- 3. WHAT IS IT ACCOUNTABILITY WHY IT MATTERS HOW TO CREATE
- 4. what’s the difference between RESPONSIBILITY ACCOUNTABILITY taking ownership of activities taking ownership of results
- 5. Accountability is taking ownership of results and working to improve future results. menti.com
- 6. WHAT IS IT ACCOUNTABILITY WHY IT MATTERS HOW TO CREATE
- 7. “it’s not my problem Sure glad that hole isn’t at our end.
- 8. • Missed deadlines • Employees expect managers to solve problems • Finger pointing • Lack of trust & cooperation • “Us” vs “Them” • Managers don’t address poor performance • Defensiveness to feedback • Making excuses FRUITS OF LOW ACCOUNTABILITY
- 9. • Doing whatever it takes to achieve the mission • Suggesting solutions to managers • Regularly reporting progress • Managers address poor performance • Going out of their way to assist colleagues • Integrating lessons learned into SOPs • Request feedback • Trust & cooperation FRUITS OF HIGH ACCOUNTABILITY
- 10. EXECUTION MACHINE Demonstrate Personal Accountability Build Accountable Relationships Create Conditions of Organizational Accountability Goals Results Goals can only be achieved to the degree of ACCOUNTABILITY demonstrated.
- 11. WHAT IS IT ACCOUNTABILITY WHY IT MATTERS HOW TO CREATE
- 12. What would you prefer to learn about? 3 Habits of Developing PERSONAL ACCOUNTABILITY 4 Habits of Building ACCOUNTABLE RELATIONSHIPS Creating the 6 Conditions of ORGANIZATIONAL ACCOUNTABILITY www.menti.com
- 13. You can’t inspire others to be accountable until you become a SHINING BEACON of accountability yourself.
- 14. THREE HABITS of Personal Accountability Don’t Blame 1 Blame kills accountability Look in the Mirror 2 Acknowledge your part in problems Engineer the Solution 3 Fix the process, not other people
- 15. THREE HABITS of Personal Accountability Don’t Blame 1 Blame kills accountability Look in the Mirror 2 Acknowledge your part in problems Engineer the Solution 3 Fix the process, not other people
- 16. Blame is a virus that kills accountable behaviours. • Initiative • Teamwork • Learn from Mistakes • Innovation • Accepting Feedback • Problem Solving • Wait Until Told • Deflect Blame • Hide Mistakes • Risk Adverse • Reject Feedback • Fight or Flight
- 17. THREE HABITS of Personal Accountability Don’t Blame 1 Blame kills accountability Look in the Mirror 2 Acknowledge your part in problems Engineer the Solution 3 Fix the process, not other people
- 19. If you are part of the system in which a problem was discovered, you likely contributed to the problem.
- 20. Any time you encounter a problem, first ask: “How may I have contributed to this problem?”
- 21. THREE HABITS of Personal Accountability Don’t Blame 1 Blame kills accountability Look in the Mirror 2 Acknowledge your part in problems Engineer the Solution 3 Fix the process, not other people
- 22. EXPLAINING PEOPLE-RELATED PROBLEMS Person Approach Human error is the cause of most problems Systems Approach Human error is the consequence of bad systems
- 23. ORIGIN OF THE SYSTEMS APPROACH
- 24. Weak leaders ask ‘Who is to blame’? Strong leaders ask ‘Where did the system break down?’
- 25. Accountability is taking ownership of results and working to improve future results.