Leadership Through Accountability Diego Silva, Cal Poly Student Life & Leadership
52 card pick-up • Get into pairs • One person closes their eyes • You get one peak! • One person is the guide • You can only give directions, no status reports, no updates. • Find four of a kind! • 5minutes!
Agenda • Do’s and dont’s of accountability • The accountable organization • Accountability starts with you
One, two, three. • Culture • The people in your organization believe in the values of your organization • Strategy • A purpose and end goal has been established, performance indicators identified • Operations • Tools and resources have been identified to ensure success Griffith and White. (2007). The well managed healthcare organization. Special thanks to Dr. Timothy Huerta
“Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come.” --Harry C. Edwards, Amazon.com Getting the right people on the bus Good to Great – Jim Collins
Accountability through feedback • How do we give feedback that will be fundamentally developmental? • When, where, what, how?
Activity • Break off into groups of 2 or 3 • Person A: Not showing up to meetings. Late to events. Replies to emails 40% of the time • Person B: Provide developmentally constructive feedback
Back to the first activity • What is the difference between a little cheat and a big cheat? • Who decides where the line is drawn? • Does the reason why, matter?
Personal Activity • In your current position, what are three things you will never compromise that you think makes you accountable? • How will you ensure you are held accountable? • When you get feedback, how will you receive it ?