All the surprises caused by a lack of personal accountability plague almost every organization today, from the political arena to every large and small business. How Did That Happen? offers a proven way to eliminate these nasty surprises, gain an unbeatable competitive edge, and enhance performance by holding others accountable the positive, principled way.
"The subtitle of this book, Holding People Accountable for Results the Positive, Principled Way, is a good description of the book's purpose. The book starts with questions about How Did That Happen - first focusing on the financial crisis which began in 2007. Financial markets melted down, billions of dollars were lost, banks faced bankruptcy and many other businesses were in trouble. Using this as a starting place the authors ask the frequently heard question, how did that happen, and then discuss how to avoid the need for that question by using proper accountability systems." EzineArticles.com
In this delightful, quick to read, business management allegory, Donna M. Genett Ph.D., uses an entertaining narrative about identical cousins, James and Jones, to introduce her successful six-step program for effective delegation. Whether you are the one delegating or the one being delegated to, implementing these six steps is guaranteed to lighten
Many companies and leaders show little interest in subjecting their business practices and decisions to the same scientific rigor they would use for technical or medical issues. Every day there are opportunities for companies to use better information to gain an advantage over the competition, doing so simply entails using evidence-based
A half century ago, Peter Drucker put management on the map. Leadership has since pushed it off the map. We are now inundated with stories about the grand successes and even grander failures of the great leaders. But we have yet to come to grips with the simple realities of being
The One Minute Manager's symbol—a one-minute readout from the face of a modern digital watch—is intended to remind each of us to take a minute out of our day to look into the faces of the people we manage. And to realize that they are our most important resources. The Monkey
Accountability is a way to "act", an attitude, a way of looking at your circumstances, good or bad, and taking the view that only you are responsible for what you do next. . It is a personal "attitude" that exemplifies who you are. It is "a way of being" that empowers you, your team and your organization, to meet your highest expectations.
To hold someone accountable means "to effectively form, communicate, align and inspect the fulfillment of an expectation in the positive, principled way that enables people to achieve results now and in the future."
When you effectively hold people accountable, you win, they win, and each of your organization's stakeholders wins.
The Accountability Assumption allows you to begin with theview that people want things to work just as much as you do, and that they are doing all they can to make that happen.
Once you take accountability for your part in the failure to deliver, you empower yourself to get more done through others.
The more positive your connections, the more successful your efforts will be to hold them accountable for achieving results.
You should take more time to form key expectations that must be achieved and that will require commitment from everyone in the Expectations Chain to do what needs to be done to deliver the results.
When you form expectations, you must weigh the specifics of what you want, as well as the specific people who will be required to take accountability to make it happen.
Sometimes people fail to deliver on expectations because they do not take sufficient personal accountability to overcome obstacles and determine what else they can do to achieve a desired result.
Motivators rely on persuasion to convince others to dedicate their hearts and minds to the undertaking. They speak from their hearts in a sincere, genuine and honest way; their stories always ring true.
Acknowledge success in a public way, not only the ultimate success of achieving the goal, but also milestones along the way.
Motivation means giving people a compelling reason to work hard on the cause in hand. When that cause matches their personal goal they get motivated to do what you need them to do.
Don't just address shortcomings but emphasize the progress people are making. Be sure to hold people accountable for what they do right.