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From Roo to you!

a culture of accountability... you go first

10/29/2014

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I am fresh from an Accountability workshop with a great client in Denver.  They get it.  They are accountable.  They trust each other.  They know where they, as individuals and as an organization, need to improve.  They have the difficult conversations.  They own their mistakes and ask for help when they need it.  Collaboration is expected and required.  What a joy to spend the day with people who get it, and are still focused on continual improvement! 

What does it mean, this word accountability?  We toss it around in staff meetings and presentations.  We point out how others fail to be accountable, and celebrate how we as individuals are the only accountable ones.  If only everyone else would get on board.
Well, accountability starts with self.  We cannot hold others accountable until we are accountable.  I proffer the following definition and distinction:

Accountability:  the results / outcomes you are expected to deliver

Responsibility:  the tasks required to achieve your accountabilities

Take a student for example.  She is expected to earn good grades – this is her accountability.  To achieve this accountability she must show up for class, study, do homework, participate in class, ask questions, etc.  A chef is accountable for delivering a good quality dining experience.  To do that he must focus on responsibilities such as selecting vendors with the best produce, ensuring the sous chef and other staff are preparing dishes appropriately, make sure the food looks appealing on the plate, etc.  So many responsibilities go into delivering on accountabilities.

During our workshop we completed an accountability self-check based on the model presented by Patrick Lencioni in his book “The Five Dysfunctions of a Team”.  His pyramid is similar to Maslow’s hierarchy of needs.  An environment of trust is required before it is safe to have conflict.  Conflict must be acknowledged and resolved before all parties can truly commit.  It is not until we gain commitment (even when we do not agree with the decision made) that one can truly be accountable and deliver results.  Take a moment to reflect of your current and desired level of accountability.  These criteria were developed from Lencioni’s  pyramid.  

If you are interested in creating a common understanding of, and commitment to, Accountability in your organization, please contact us.

Trust


                                                                                                                Rarely        Sometimes        Most of the time

I admit mistakes and missteps

I share success with my team

Team members are comfortable delivering bad news

My team can count on me to be truthful, even when it is difficult

Conflict


                                                                                                              Rarely             Sometimes         Most of the time

Team members feel comfortable disagreeing with me

Conflict focuses on issues, not personalities

I communicate the same position, regardless of audience

Difficult issues are addressed openly and in a timely manner




Commitment
                                                                                                                    Rarely         Sometimes          Most of the time

I am clear about direction and priorities. 

Staff leave meetings clear about commitments they made.

Staff have a clear connection to our mission, and how they 
contribute to our mission.

The staff supports decisions once they are made.



Accountability

                                                                                                              Rarely       Sometimes       Most of the time

I follow through on staff requests, 
or let them know if I cannot complete their request.

The staff  is comfortable holding me accountable by 
addressing situations when I do not follow through.

I have regular conversations with staff to 
reinforce accountability.

I address situations when a team member is not 
accountable on a regular basis.




Results


                                                                                                                     Rarely            Sometimes         Most of the time

I clearly communicate results expected / what success looks like

I remove barriers and obstacles to success

I recognize and celebrate team successes

We communicate results and the impact on the mission




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