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Creating a Culture of Accountability

Creating a Culture of Accountability. Do You Hear Any of These?. When is that person going to do his/her job? Why don’t they communicate better? Who dropped the ball? Why do we have to go through all of this change? Why won’t that department do what they’re supposed to do?

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Creating a Culture of Accountability

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  1. Creating a Culture of Accountability

  2. Do You Hear Any of These? • When is that person going to do his/her job? • Why don’t they communicate better? • Who dropped the ball? • Why do we have to go through all of this change? • Why won’t that department do what they’re supposed to do? • Why is this happening to me? • Why do they make it so difficult for me to do my job?

  3. Objective • To create a culture of accountability that sets consistent expectations of skills, behaviors, and attitudes necessary for success. Culture - A system of shared meaning within an organization that determines, in large degree, how employees act. Strategic Solutions Group

  4. A Culture of Success You can either change the way you think and behave to get a different result, or you must settle for the results you are getting, based on the way you think and behaving Strategic Solutions Group

  5. “A” Players APlayers – Lead by example and do things without expectation of reward, enticement or punishment B Players– They are "status quo" oriented, rarely push out of their comfort zone, and require others around them to inspire them. C Players – They have excuses or reasons why they are not promoted or move up in an organization and typically have an entitlement mentality. They bring others around them down and cause stress. Strategic Solutions Group

  6. Motivation • Fear • Incentive • Attitude LEADERSHIP You cannot motivate another person; you can only create an environment in which people become self-motivated. All people are motivated, and they do things for their own reasons, not yours. Thus, the challenge is not motivation, it's LEADERSHIP. Strategic Solutions Group

  7. Did You Win Or Lose Today? Strategic Solutions Group

  8. Accountability • How do we define success? • What behaviors illustrate each “A Player” attribute? • How can we implement this process to make it an integral part of our culture? • What is the best way to communicate expectations to the team? • How will we get buy-in from the team? • What are we going to do to hold ourselves and each other accountable? • How will we track, measure, and celebrate success? Strategic Solutions Group

  9. Traits of an “A” Player The key, is to understand that it is my responsibility to make a conscious effort to implement as many of these traits as possible as often and as consistently as possible. “Strive for progress, not perfection” Strategic Solutions Group

  10. Communicating Expectations • Be clear and concise • Be simple • Use behavioral examples • Be direct

  11. Expectations What are the specific behaviors I expect from people in terms of: • Attitudes • Activities • Skills • Production, paperwork, communication, teamwork etc….

  12. Implementing “A Player” • Identify the traits you desire that will allow the team to accomplish its goals • Develop specific “behavioral examples” for each trait • Clearly communicate these expectations • Inspect what you expect and proceed accordingly • Use the following guidelines • Support A Players • Encourage B Players • Hold accountable C Players

  13. Crucial Questions • Do people have clear expectations regarding their performance? • Are people given specific, relevant and frequent feedback on their performance? • Do people have the necessary resources and tools to do their job? • Are there clear positive and negative consequences for doing the work? • Do people have the basic skills they need to do the job? • Are there new conditions that would require people to obtain new skills or knowledge in order to perform at a high level? • Do people know their roles and responsibilities?

  14. Strategic Solutions Group • Keynote Addresses and Presentations • Training and Professional Development • Employee and Leadership Assessments • Strategic Planning • Organizational Development • www.speakingofanne.com (Weekly Blog) Strategic Solutions Group

  15. Strategic Solutions Group Anne Pritchard Grady Vice President 512.821.1111 anne@strategicsolutionsgrp.com www.strategicsolutionsgrp.com www.speakingofanne.com Strategic Solutions Group

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