Here is perhaps the ultimate accountability challenge: Suppose you were called on to turn around a company in crisis. How would you do it? There never seems to be any shortage of firms experiencing challenges that connect to a deficit of accountability. The most recent, glaring example is probably Boeing, whose CEO just departed following a series of major problems related to internal safety concerns that were withheld from regulators and others. The plane in
The Accountability Blog
Tag: corporate culture
Accountability means keeping your commitments to people. Pretty simple, right? Well, it should be, especially for leaders. Leaders who are accountable make a point of fulfilling their own commitments to people first. They make their own commitments the starting point, the priority, in any relationship. Why? Because they know that supporting their relationships with team members is the only effective means of inspiring accountability up and down the organization.
Committing to the success of others around you builds relationships and accountability. Your example of accountability will inspire accountability in others.
There are two potent realities that connect to the remote leadership challenge, and each of them is refusing to go away, despite the best efforts of some to stop believing in them. Each reality is worth understanding, because one of the core commitments of the accountable leader is a commitment to the truth, and this is a commitment that starts at home.
I talk to many leaders who ask: How do I hold remote workers accountable? And: How can I manage somebody when I can’t see them in person and can’t check up on what they’re doing? Those two questions offer leaders an important opportunity for self-assessment on their own personal accountability. What do I mean by that? I mean that if you are aspiring to be an accountable leader, and either or both of these questions
So: What makes the customer experience positive? A culture by design. And what makes that culture by design an accountable culture? Keeping commitments to people. One of the most critical of those commitments is the commitment to live the values. That has to start at the top.
NOTE: I set up several calls recently with Sheriff Joel Richardson, a man I respect immensely, to discuss the difficult issues facing today’s law enforcement organizations. Joel leads the Randall County, Texas, Sheriff’s Department, which includes part of the city of Amarillo; he served for eight and a half years as the presiding officer for the Texas Commission on Law Enforcement. Joel presents, in my view, a perfect example of what accountable leadership in law
How do you build an accountable corporate culture? Microsoft just gave us all a lesson. If you go to Microsoft’s website and take a look at their corporate values, you will come across this powerful sentence: We recognize privacy as a fundamental human right. Inspiring…but there is a potential problem. Just posting those words is not enough to build or sustain a corporate culture that features commitments that support this value. That takes more than
One of the critical commitments that accountable leaders take on is called IT’S ALL OF US. When you make this commitment, you accept that you do not succeed unless the other person succeeds — and you accept that if the other person fails, you fail. An organization built on this value treats its employees like family, and it doesn’t walk away from them in tough times. This connects to a related commitment, to STAND WITH