1 / 27

Creating a Culture of Accountability

Creating a Culture of Accountability. Agenda. Human behavior and motivation Attitude and accountability Personal accountability Team accountability Developing a personal plan of action. Strategic Solutions Group. Session Goals. What is my goal for the session?

adrina
Download Presentation

Creating a Culture of Accountability

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Creating a Culture of Accountability

  2. Agenda • Human behavior and motivation • Attitude and accountability • Personal accountability • Team accountability • Developing a personal plan of action Strategic Solutions Group

  3. Session Goals • What is my goal for the session? • How will I define success at the end of my session? • What can I do to maximize my experience? Strategic Solutions Group

  4. Definitions Accountability - An obligation or willingness to accept responsibility or to account for one’s actions Authority • The power or right to give orders or make decisions • Persons who exercise (administrative) control over others • Granted by title and status Power • Possession of controlling influence • Possession of the qualities (especially mental qualities) required to do something or get something

  5. Motivation • Fear • Incentive • Attitude LEADERSHIP You cannot motivate another person; you can only create an environment in which people become self-motivated. All people are motivated, and they do things for their own reasons, not yours. Thus, the challenge is not motivation, it's LEADERSHIP. Strategic Solutions Group

  6. The Impact of Attitude • Determines our approach to life • Can lift up or tear down a team • Bad attitudes compound faster than good ones • Determines our relationships with people • Is often the only difference between success and failure • Attitude at the beginning of a task will impact the outcome more than anything else Strategic Solutions Group

  7. Cycle of Success The goals you seek must be supported by the attitudes you haveor you will have to settle for the results your attitude brings you. Strategic Solutions Group

  8. States of Attitude Change

  9. Modifying Attitudes What are the challenges & obstacles to overcome? CURRENT REALITY DESIRED FUTURE SKILLS BEHAVIOR STYLE ACTIONS ATTITUDE SUCCESS! SUCCESS! SUCCESS! SUCCESS! Obstacles & Roadblocks Strategic Solutions Group

  10. Sphere of Control Total Control Direct Control No Control Source: Exercising Influence by Kim Barnes

  11. “A” Players APlayers – Lead by example and do things without expectation of reward, enticement or punishment B Players– They are "status quo" oriented, rarely push out of their comfort zone, and require others around them to inspire them. C Players – They have excuses or reasons why they are not promoted or move up in an organization and typically have an entitlement mentality. They bring others around them down and cause stress. Strategic Solutions Group

  12. Personal Accountability Have you ever asked any of the following questions? • When is that person going to do his/her job? • Why don’t they communicate better? • Who dropped the ball? • Why do we have to go through all of this change? • Why won’t that department do what they’re supposed to do? • Why is this happening to me? • Why do they make it so difficult for me to do my job? • Others?

  13. Question Behind the Question • An “incorrect” question: A question that does not provide any positive or productive result • A “question behind the question” : • Begins with “What” or “How” (not “Why,” “When” or “Who”). • Contain and “I”(not “they,” “them,” “we” or “you”). • Focus on action (Do,” “Make,” “Achieve” “Build”). QBQ! By John G. Miller

  14. Blamestorming • A poor manager blames the _________. • A poor employee blames the ________. • A teacher blames the ________. • A poor teenager blames ________. QBQ! By John G. Miller

  15. Example – “Integrity” • I adhere to and practice the highest ethical standards of my profession • I can be counted on to do what I say I will do • I do not engage in rumors, gossip, or negativity • I do my best to practice the values of the organization Strategic Solutions Group

  16. What Are My “A” Player Traits? 1. 2. 3. 4. 5.

  17. “A” Player Traits • How can I implement this process to make it an integral part of my life? • What is the best way to communicate expectations to my peers, family, etc.? • What am I going to do to hold myself accountable? • How will I track, measure, and celebrate success? Strategic Solutions Group

  18. Traits of an “A” Player The key, is to understand that it is my responsibility to make a conscious effort to implement as many of these traits as possible as often and as consistently as possible. “Strive for progress, not perfection” Strategic Solutions Group

  19. What Now? • Beat the ref • Change your world one choice at a time • Don’t try to make a rabbit fly • Stop trying to “fix” people • Believe or leave • No more ‘we-theying” • Translate knowing into doing QBQ! By John G. Miller

  20. Communicating Expectations • Be clear and concise • Be simple • Use behavioral examples • Be direct

  21. Expectations What are the specific behaviors I expect from people in terms of: • Attitudes • Activities • Skills • Production, paperwork, communication, teamwork etc….

  22. Providing Feedback • Encourage your employees or team members to seek feedback. Do this by presenting it in a safe, non-threatening environment • Ask permission to give feedback • Be aware of the PUSH-PUSH phenomenon • Focus on the behavior, not the person • Make the feedback relevant to the person’s goals and WIIFM • Agree on a way to solve the problem in a way that is mutually acceptable • Set a date and time for a follow-up meeting • Schedule regular meetings to discuss progress • Be proactive in looking for what you expect

  23. Providing Feedback • What is my goal for providing the feedback? • Who is my audience? How might they react? • What is their communication style? • How should I modify my style to be MOST effective? • What do I want the person to remember? • Look and listen for the messages that are being sent. Be an active listener! • Do not attack or defend. Ask questions and make statements. • Base your feedback on facts. Reduce your own emotions. • Remember that behavior change happens: Slowly, Rarely, and sometimes Never!

  24. Revised Serenity Prayer “God grant me the serenity to accept the people I cannot change, the courage to change the one I can, and the wisdom to know….it’s me!” QBQ! By John G. Miller

  25. Self Analysis • What are my greatest strengths? • What are the attitudes, behaviors, or skills holding me back? • What do I need to do to address these challenges? • How will I measure the success of the changes I make? Strategic Solutions Group

  26. Plan of Action • What are the key ideas I will take away? • Can I implement and utilize them consistently? • Will I take myself and my team to the next level? Strategic Solutions Group

  27. Question & Answer Strategic Solutions Group Anne M. Pritchard Vice President 512.821.1111 anne.pritchard@sbcglobal.net www.strategicsolutionsgrp.com Strategic Solutions Group

More Related