BOOK SUMMARY 224 Accountability
·
Summary written by: Peter Taylor
"People do their best work, when they know they’re
going to be given credit for their contribution. So there has to be certain
amount of autonomy in people's work so they can contribute without
reservation."
- Accountability, page 23
Accountability
is a word that brings to mind all kinds of negative words: punishment,
character assassination, micromanagement, and frustration, just to name a few.
It can be all of these things, but it doesn’t have to be. Greg Bustin, in his
excellent book Accountability: The Key to Driving a High Performance Culture,
believes accountability has both a negative and positive side. The positive is
a clever switch of mentality to “see what happens if you do your best” as
opposed to “what happens if something is not achieved”. It is a leader’s
responsibility to make accountability a support structure rather than one of
blame.
As
leaders we must come to terms with holding people accountable, which Bustin
describes as getting from point A to point B. Unfortunately, accountability is
easy to understand but exceedingly difficult to implement and sustain. We allow
emotions to dictate our behaviour and we delay difficult conversations with
poor performers which in reality is self-avoidance rather than accountability.
Greg
Bustin explains how companies and leader can develop and sustain a high
performing workplace culture. Very briefly consider these four factors:
·
Set clear expectations around vision,
objectives, strategies, rewards and penalties.
·
Do not delay discussing performance issues;
bad news does not improve with age.
·
Don’t make it personal. Leave emotions and
opinions behind.
·
Find your sweet spot of accountability. “…do
what you love with people you care about in a place you care about”. The sweet
spot is where your personal core values coincide with experience and interest.
Before
embarking on this accountability journey, you must first hold yourself
accountable. The good news is that a high level accountability within
organisations virtually ensures success as opposed to relying on purely
financial, intellectual or technical ability.
The Golden Egg
The seven words you should never say
"If
you are serious about improvement you must be committed to consider new ways of
running your business. Do not change your principles. You must however, be
willing to look critically at changing your practices—your business
proposition, your programs, your people—to evolve and propel your organisation
to the next level of success."- Accountability, page 242
Customers’
needs are rapidly changing, particularly in today’s climate and as a leader you
must be always evolving. Change is probably one of the most difficult
procedures to implement and it takes courage, conviction and clarity in
communication. Business tends to ignore the human elements that accompany
change including emotional complexities, behavioural resistance and diversity
of perspective.
Planning
is paramount to change, either to make improvements or to continue things that
are working or alternatively to eliminate things that are not working.
The
seven words you should not use if you want to evolve are: “We have
always done it this way.”
On the
flip side of these seven words is the negative statement “We’ve never done that
before,” which will also kill efforts to adapt and renew
performance. Words matter, so use them wisely.
To
evolve, remember the following:
·
Dig for gold versus spotting mistakes.
·
Look outside your industry for inspiration.
·
Eliminate the seven words, always/never done
that.
·
Constantly ask questions.
You
have a clear choice, to continue as you have done or to invest in learning to
address change.
Gem #1
Training
"Are
you really, truly committed to your people? I don't think you can hold yourself
out as having that commitment unless you sustain training over time, especially
in challenging times."- Accountability, page 128
Top
performers want to improve. Continually ask: What’s working, what’s not, and
how can I help?
Bustin
discusses a program designed to implement training within organisations
designed around the following principles:
·
The principle of influence. Encourage the mantra that not everyone can be the
leader but everyone can be a leader. Robin Sharma’s The Leader Who
Had No Title comes to mind.
·
The principle of others. Get to know your employees by name, trust everyone
to be worthy of your best.
·
The principle of vision. Become the chief encouragement officer.
·
The principle of
positivity. Remain positive despite circumstances.
·
The principle of mission. Live a life with integrity and with an emphasis on
relationships.
To
grow your business you must grow your people. The gap that you and they are
facing often is not a skill gap, it’s a leadership gap. Skilled and talented
leaders often lack vision, confidence, interpersonal dexterity and judgement
and your most important asset, your people.
Re-examine
your assets, time, energy, and invest in your people’s training; not being
proactive with training can cost a fortune. Let employees own their careers.
Gem #2
SWAT Analysis
"The
beauty of the process is that value is received by the CEO being SWATed as well
as members of the SWAT team who are making the visit."- Accountability,
page 270
To
minimize surprises within companies, Bustin suggests incorporating a SWAT
analysis. The term is borrowed from the military term, “special weapons and
tactics unit” as opposed to a SWOT analysis.
Have
CEO’s from non-competing companies visit your organisation and meet privately
with your employees without the boss being present. Based on their responses to
questions they receive, the SWAT team report back to the CEO with their
recommendations.
The
benefits of the SWAT team are:
·
Increased knowledge and group bonding
·
Team learning
·
Uncovering hidden issues
·
Sharper focus on hidden issues
·
Higher levels of accountability
The
process is mutually beneficial. CEO’s pick up new ideas and new approaches, as
well as gaining a better understanding of where their employee’s engagement
lies.
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