At the core of every Culture of Accountability are people voluntarily assuming their own accountability for achieving results. Accountability is never forced upon them. Instead, they take it upon themselves, freely and enthusiastically. Driven by the mantra—What else can I do to achieve the desired results?—they continually search for solutions and quickly address obstacles. A case in point is Domino’s Pizza. A few years ago, the company’s stock price had dropped below $5 a share, that’s when they began taking accountability for a turnaround. Today, the company’s stock price is trading at over $88—clear evidence of a truly amazing turnaround. View this Domino’s video clip to see what taking accountability for a turnaround looks like.
Domino’s Director of Corporate Communications, Stacie Berrett, describes the company’s Culture of Accountability this way: “Accountability has changed our thinking . . . it’s changed everything we do!”
To learn more about how to create a Culture of Accountability in your organization, we invite you to join our Accountability Community at www.ozprinciple.com, where you can review the accounts of actual leaders and organizations.
Culture of Accountability and Accountability Community are registered trademarks of Partners In Leadership. All other trademarks and registered trademarks used herein are the property of their respective owners.
We define an Accountability Gap as a gap in performance that directly affects an organization’s ability to achieve a Key Result. It is the difference between what is actually occurring and what you want to occur. We call it an Accountability Gap to emphasize the need to take accountability to close the gap before achievement of a Key Result is jeopardized. Whenever you identify an Accountability Gap, STOP. That’s right, STOP and apply the Steps To Accountability—See It, Own It, Solve It, Do It—to begin closing the gap. Consider the following example.
A large fast food chain recently identified an Accountability Gap relative to results in one of its geographical regions. Leaders of the region STOPPED and applied the Steps To Accountability to See It, Own It, Solve It, Do It—we refer to this as the application of the SOSD Accountability Tool. New staffing configurations, briefing huddles prior to peak demand periods, and a compelling mantra to “Own the Gap” were quickly implemented to close the gap. Within weeks, the region’s results were on the rise. Within months, the gap had been closed. This sort of focus on Accountability Gaps, quickly and effectively applied, can work wonders in an organization. All you need to do is STOP and follow four easy steps: (1) identify the Accountability Gap, (2) apply the Steps To Accountability, (3) make your Accountability Plan, and (4) report your Accountability Plan.
To learn more about how to identify and close Accountability Gaps on your team or in your organization by applying the Steps To Accountability, we invite you to join our Accountability Community at www.ozprinciple.com, where you can review the stories and case studies of actual people and organizations.
Accountability Gap, Steps To Accountability, See It, Own It, Solve It, Do It, SOSD, and Accountability Community are all registered trademarks of Partners In Leadership. All other trademarks and registered trademarks used herein are the property of their respective owners.
Do you want or need to change the way your people perceive you? Of course it goes without saying that the way you think and act on a daily basis determines whether and how your people respect you, listen to you, and follow you. As a leader, you create an abundance of experiences for your people every single day. Those experiences create beliefs, beliefs determine actions, and actions produce results—either desired or undesired results.
If you want to change the way your people perceive you as a leader, here’s how it works. Whenever you receive feedback that what you are doing or saying is creating experiences for your people that are inconsistent with the way you want them to think and act, apply the Methodology for Changing Beliefs. Five simple steps will immediately get your people looking for evidence of your sincere desire to exemplify the way you want people to think and act. Both team and organization leaders can use this methodology to stimulate robust dialogue around desired beliefs, actions, and results.
- Identify the belief (evidenced by the way people are thinking and acting) you need or want to change, then say, “That’s not a belief I want you to hold.”
- Specify the belief you want them to hold, by saying, “The belief I want you to hold is … ”
- Describe the experience you are going to create for them, say, “Here’s what I’m going to do to shift your belief about me … ”
- Ask them for feedback on the new experiences you are going to create, by saying, “Will that be enough to shift your belief; is there something else I need to do?”
- Enroll them in giving you feedback on your progress, say, “Will you give me feedback along the way?”
When leaders honestly execute each of the above steps, they launch the same thought process in those they are leading. Their people will quickly get the message that “I ought to be doing the same thing.” The result? Everyone on the team begins looking for the “new belief” behavior, thinking about that behavior, and seeking that behavior in themselves and their fellow workers.
To learn more about becoming the leader you want to become, join our Accountability Community at www.ozprinciple.com, where you can review more accounts of leaders who have actually done it.
Methodology for Changing Beliefs and Accountability Community are registered trademarks of Partners In Leadership, Inc. All other trademarks and registered trademarks used herein are the property of their respective owners.