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Mar 6 15

How’s Your Accountability Style Working?

by The Authors
Accountability Styles

Most of us tend toward one end of the Accountability Styles continuum or the other. Which side of the continuum do you favor? Consider the strengths and weakness of each side as you answer the question. On one side of the continuum we have Coerce & Compel, on the other, Wait & See.

Coerce & Compel  <—————————|—————————>  Wait & See

The Coerce & Compel style incorporates many strengths: takes action and steps in when things go wrong, exercises persistent follow-up, doesn’t give up easily, ensures frequent and regular reporting, communicates high expectations, and stays focused on the task at hand. The weaknesses associated with this style include the following: intimidates others, overreacts to bad news, tends to force things to happen, willingly sacrifices relationships, resists a people-oriented approach, and lacks sufficient trust in others.

The Wait & See style also has a number of strengths: strongly supports people, emphasizes giving people freedom to succeed or fail, places a lot of trust in others, steps in with great caution, builds strong loyalty and support in others, and thoroughly thinks through intervention before acting. As with Coerce & Compel, there are weaknesses related to Wait & See: avoids a proactive approach, strikes people as disengaged, makes false assumptions that things are happening, does not follow up often enough, tends to err on the side of not intervening, and sets low expectations.

Either extreme on the continuum weakens your ability to hold others accountable. Acknowledging and understanding your Accountability Style can help place you at a more optimal point on the continuum. We call this point the “Positive, Principled Way” and consider it to be a per­fect blend of strengths from both Accountability Styles, which, of course, mitigates the weaknesses of each extreme.

To learn more about avoiding the extremes of the Coerce & Compel or Wait & See Accountability Styles, we invite you to join the Accountability Community at www.partnersinleadership.com, where you can review actual client case studies and assess your current Accountability Style more accurately.

Sign up for one of our upcoming webinars to learn how you can use accountability to become an even stronger leader.

Accountability Styles and Accountability Community are registered trademarks of Partners In Leadership, Inc. All other registered trademarks and trademarks used herein are the property of their respective owners.

Feb 27 15

Getting Accountability Right

by The Authors
Accountability is the Recipe for Success

If you don’t get accountability right, you’ll have difficulty getting anything else right. Creating accountability the wrong way only leads to what we call the Accountability Paradox: actually getting less accountability when you’re trying to create more. Accountability done right, on the other hand, is an accelerator of change and improvement. It becomes the key to your ability to execute on any and all important initiatives—efforts to improve top-line revenue, bottom-line growth, customer satisfaction, employee engagement, and other areas of strategic focus unique to your organization. Consider the following example of how greater personal and organizational accountability led to crucial and sustainable improvements in performance and results.

After experiencing a substantial decline in profitability, a well-known hospitality business began a journey to build greater accountability and alignment for delivering needed performance and results throughout the organization. Following one of the events where Accountability Training and culture change had been the primary focus, one senior leader described how far they’d come in a relatively short period of time: “We were experts [when we started this journey] at ‘The Blame Game’ and sought out a library of reasons as to why our performance was not optimal. Holding others and ourselves accountable for results and actions was not something that was prevalent in our organization. The laser focus on ‘accountability’ provided in various events has helped us get back on the right track.” In a few short months, the company was not only able to significantly improve performance but to also restore $40 million in profitability. Today, that company continues to operate at higher levels of performance and results than its competitors.

Every effort to improve performance and results can be accelerated and facilitated by establishing a foundation of personal and organizational accountability. Furthermore, without such a foundation, performance improvements and result achievements often turn out to be unsatisfactory and unsustainable.

To learn more about how to create a Culture of Accountability in your team and at every level of your organization, we invite you to join the Accountability Community at www.ozprinciple.com, where you can review actual client case studies.

Sign up for one of our upcoming webinars to learn how you can use accountability to become an even stronger leader.

Accountability Training, Culture of Accountability, and Accountability Community are registered trademarks of Partners In Leadership, Inc. All other registered trademarks and trademarks used herein are the property of their respective owners.

Feb 19 15

How Valuable is Feedback?

by The Authors
trust-small

Over the past two decades, we have implemented feedback processes in thousands of organizations with millions of people at every organizational level in countries around the world. The experience has taught us invaluable lessons about the extraordinary power associated with the giving and receiving of feedback. Here are a few of them:

Feedback doesn’t happen unless you make it happen.
It’s easier to filter feedback than it is to accept it.
People don’t usually act on feedback without some sort of follow-up.
Feedback declines after people improve because they inevitably assume it’s no longer necessary.
Organizations underestimate the difficulty involved in getting people to give and receive feedback.
People appreciate the feedback they receive only after they have applied it and seen its impact on their results.

When we regularly seek and offer feedback with the intent to improve individual and organizational performance, we not only demonstrate genuine respect for each other, but we also achieve consistently better results. That’s the value of feedback.

Most successful leaders realize that honest feedback—received and given, appreciative and constructive—is essential to sustainable success. So why don’t leaders and managers exchange feedback more often? One business leader, determined to change his organization’s culture, began asking his direct reports whether they thought seeking or giving feedback to someone else was effective. Then he ask them whether they thought going around someone to his or her boss or going to a peer in hope that he or she would say something to someone else was effective.  Finally, he asked them whether they thought not telling the truth or not hearing the truth, as someone else sees it, was effective. Within a few months, his direct reports got the message and started exchanging feedback more honestly and more frequently. And, yes, the culture of the team and the organization changed for the better.

To learn more about how feedback can help you create a Culture of Accountability for achieving desired results in your organization, we invite you to join the Accountability Community at www.partnersinleadership.com, where you can review actual client case studies.

Sign up for one of our upcoming webinars to learn how you can use accountability to become an even stronger leader.

Culture of Accountability and Accountability Community are registered trademarks of Partners In Leadership, Inc. All other registered trademarks and trademarks used herein are the property of their respective owners.