By Greg Bustin
Accountability is without doubt one of the largest demanding situations company leaders face, however it is additionally probably the most vital elements resulting in luck. This groundbreaking booklet explains why and how.
Top company advisor and speaker Greg Bustin has devoted a occupation to operating with CEOs and the management groups of businesses in this an important subject. during the last 5 years, he has interviewed and surveyed greater than 3,200 executives round the world—from such trendy businesses as Marriott, box shop, Ernst & younger, Sony, Herman Miller, Nucor, and Southwest Airlines—to know how high-performing agencies effectively create and maintain a tradition of function, belief, and success. alongside the way in which, Bustin built a collection of management instruments that would raise responsibility and force luck for any form of organization.
Accountability will remodel how you deal with, retain, and encourage your self, your group, and, eventually, your...
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Extra info for Accountability. The Key to Driving a High-Performance Culture
I didn’t understand the assignment. It wasn’t my job. The changes we made are preventing me from getting things done. My team won’t like me if I confront their performance issues. The people here are not team players. That person is a family member and the rules don’t apply to her. We can’t seem to keep our best people so we are not very effective. Treasure We underprice projects (or products) so we can’t staff properly for the work (or products) we have agreed to deliver. We can’t agree on priorities so our budgets are spread too thin.
It can be all of those things, but it doesn’t have to be any of them. “People do their best work,” Farmer told me, “when they know they’re going to be given credit for their contribution. So there has to be a certain amount of autonomy in people’s work so they can contribute without reservation. ” To Farmer, accountability with autonomy can be exciting to people. “If people don’t have a sense of accountability—to themselves and to each other—they don’t warrant having autonomy,” he says. “And when creative, self-referenced people do have autonomy, they have the incentive, the energy, and the enthusiasm to do their best.
Culture eats strategy for breakfast,” said management guru Peter Drucker. Your culture—the sum of your behaviors—is what drives the satisfactory or unsatisfactory results you are getting. For The Container Store, getting culture right was important from the beginning. “When The Container Store first opened its doors, it had the same culture then as we do now. Actually, the culture is stronger now,” said Casey Shilling, vice president of public relations and marketing communications who works directly with Tindell and who joined the company in 1997.