work and accountability

8/17/2019 Work and Accountability

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working in anARO

culture


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3 domains

ACCOUNTABILITY

RESPONSIBILITY

OWNERSHIP

PERSONAL

MUTUAL

SHARED


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ACCOUNTABILITY

RESPONSIBILITY

OWNERSHIP

personal

shared

mutual

control

inluence

solidarit!

about …

deli"er!

colla#orati

unit!


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WHO IS US%

initiative

leadership

&

E ' R E E O

( C O N T R O

L


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personal accountability

• I have the control levers

• Defines the decisions that are ultimately mine

• Is the set of things my boss will hold me to and for which I am

employed.• ‘I assure you’ rather than ‘trust me’

• Included in my performance agreement

• This defines what is important or central in my work. I do not have to

be asked to go here … it is my job to be here.• Expect others to come here when your behaviour has an impact on an

arena for which they are accountable, or when there is overlap with anarena for which they have shared responsibility.


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mutual responsibility

• I have the responsibility to influence

• Anything that is impacted by my behaviour or my decisions is withinmy influence

• ill include cultural and environmental dimensions! and will therefore be a significant component of my performance review conversation

• "omeone must be accountable! but I have the responsibility to giveinput! state my case! and ensure alignment with my arena ofaccountability

• o here when invited or when it impacts an arena for which I amaccountable.

• !emember that this patch may be an arena that someone else isultimately accountable


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shared ownership

• "olidarity! who is ‘we’#

• $he domain that falls outside the sphere of my influence! but that remains part of the whole of which I am a part

• As broad as possible

• All that sits under the strategic plan! that wears our brand

• o here when the brand or the "whole# is threatened

• $e careful because others will know more than you


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%ehaviour in an A&' culture is

(• )ocused and targeted! not scattered

* +ro,ect rather then role or position oriented

* Disciplined * -igh performance

• ommunication is

* /ntrepreneurial rather than beaurocratic * $ransparent0 knowledge and power is necessarily shared

* &obust and often difficult because there is lots of grey inthe shared responsibility domain


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1ey vulnerabilities in an A&' culture (

A'2$A%I4I$5

• 4ack of clarity

• /6cuses

&/+'"I%I4I$5

• o one accountable

• 4ack of systems thinking

'/&"-I+

• fragmentation


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1ey vulnerabilities in an A&' culture (

• competency creep0

* "upplementing my accountabilities with personal

competency and preference

* Disempowers those who have accountability in arenaof competency creep

* 7akes me busier

* Indicates a local rather than organisational view ( has

cascading impact on other teams8departments

* &e9uires trust in other’s ability to deliver according to

their accountabilities


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Accountability is...

Accountability at work Accountability at work


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Accountability is... /ffective leadership in action


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"eeing the vision and wanting to have it


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-aving a plan and committing to it


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"acrificing for the good of the team


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1nowing who! what! when! why! and how


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ommunicating effectively


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+reparation and follow through


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$he sum of Authority : &esponsibility


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aring about the process


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;ood stewardship


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1nowing what to say and when to say it


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Dealing with issues professionally


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Dealing directly with the issue at hand


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$aking ownership for your actions


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7odeling e6pected performance


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Accountability is not...



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ot e9ual to a good e6cuse


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ot business as usual


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ot hiding things


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ot intrinsically burdensome


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I remember…


Proverbs 27: 17

“As iron sharens iron!

"o one man sharens another.#


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And ...

e all have room for improvement

work and accountability

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