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At a time when resources are limited and the need to improve business results is paramount, developing and maintaining an organizational culture that focuses on execution is critical. Individual, team, and cross-functional accountability are key elements of a successful organization and culture; what can we as strategic HR leaders do to ensure such a culture exists.The June 8, 2011 CHO Group sessions in Seattle and Phoenix, “Accountable Leadership: Where Culture And Business Results Connect.” featured Mark Samuel. Mark is the internationally acclaimed author of Creating the Accountable Organization and co-author of The Power of Personal Accountability, Achieve What Matters to You. His presentation focused on practical and innovative approaches to improving execution, adaptability, retention of top talent, and achieving business results. He shared strategies and tools for building ownership at all levels, breaking down “silo” and “blame-game” behaviors, and inspiring employees to raise the bar on current standards. With permission, his slide deck is shared here.
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Accountable Leadership
Welcome to…
By Mark Samuel
Measurable Results within 6 to12 Months
Bioscience Manufacturing Company Reduced raw material inventory by $10M Improved product release cycle time 20% Reduced unit cost by 20% 74% of execution success factors improved; 57% improved significantly including focus, one voice, acting on opportunities,… Improved Decisions 50%,Meetings 48%, Resolving Conflict 41%, Communication 32%
Worldwide Tire Company – IT Organization Implemented new service delivery model after 2 years of failed efforts Project cost, schedule, deliverable adherence went from 20% to 75% Targeted KPI’s improved by 50% 75% of 28 performance execution success factors improved; 50% improved significantly Improved Trust 46%, Support 40%, Resolving Conflict 39%, Meeting Effectiveness 36%
Personal Accountability
What is organizational accountability
?
What is Personal Accountability?
Taking action consistent with your desired outcomes
A working environment where people can count on each other.
Personal Accountability Model
Activity: Accountable - Victim Behaviors
Identify Accountable Behaviors of Management
Identify Victim Behaviors of Management
Organizational Accountability
Levels of Accountability
Entitlement
1
Individual
2
Work-Unit
3
Cross- Functional
4
Organizational
5
The Accountability Continuum
p3 - 14
Accountable Culture Change
Copyright © 2010 IMPAQ®
Customer Service and
Business Results
Deliverables
Execution Relationships
Measurable Results within 6 to12 Months
Bioscience Manufacturing Company Reduced raw material inventory by $10M Improved product release cycle time 20% Reduced unit cost by 20% 74% of execution success factors improved; 57% improved significantly including focus, one voice, acting on opportunities,… Improved Decisions 50%,Meetings 48%, Resolving Conflict 41%, Communication 32%
Worldwide Tire Company – IT Organization Implemented new service delivery model after 2 years of failed efforts Project cost, schedule, deliverable adherence went from 20% to 75% Targeted KPI’s improved by 50% 75% of 28 performance execution success factors improved; 50% improved significantly Improved Trust 46%, Support 40%, Resolving Conflict 39%, Meeting Effectiveness 36%
Albert Einstein
“The significant problems we face cannot be solved at the same level of thinking we were at when we created them.”
Accountable Process of Change 1. New Mindset
– Roles/Responsibility – Relationships – Expectations
2. Habits of Performance Execution 3. Measurement 4. Proactive Recovery 5. Recognition
p 25-29
Apply the Process of Change 1. New Mindset
– Roles/Responsibility – Relationships – Expectations
2. Habits of Performance Execution 3. Measurement 4. Proactive Recovery 5. Recognition
7785 Sunset Blvd. Los Angeles, CA 90046 info@impaqcorp.com www.impaqcorp.com 1-323-969-0088
Accountable Delegation and Agreements
The TRAP: Delegating Tasks The Solution: Delegating Outcomes “Picture of Success” Identify Obstacles to Success Develop “Proactive Recovery Plans”
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