Creating Accountability: Live Online
Creating Accountability: Live Online
Creating Accountability: Live Online
Live Online
Participant Workbook
Table of Contents
Module Introduction 3
Organizational Accountability Scorecard 4
Organizational Accountability Scorecard: Reflection 5
I Have to 6
Reflection 7
Take Away the Scary Aspect of Accountability 8
It’s a Matter of Trust 9
Accountability Culture Model (ACM): Components Defined 10
Strategies to Define ACM Role and Goal Clarity 11
List Who Are You Accountable To? 13
ACM Role and Goal Clarity: Accountability Web Activity 14
ACM Accountability Measure: Component Description 16
ACM Accountability Measure: Chart 17
ACM Accountability Measure: Results 18
ACM Accountability Measure Next Step: Stakeholder 1 19
ACM Accountability Measure Next Step: Stakeholder 2 20
ACM Accountability Measure Next Step: Stakeholder 3 21
What About Your Other Stakeholders? 22
Hurdles to Remove 23
Seeking Accountability 24
Engage – Reflection 25
Empower – Reflection 26
Engaging and Empowering Others 27
Individual Accountability Scorecard 28
How Do I Use What I Learned Today? 31
Accountability Program Logic 32
• Construct an action plan to engage and empower people accountable to you. Learn how to be
proactive in getting them to want to take ownership of their responsibilities.
Objectives:
By participating in this course, you will:
• Assess the effectiveness of your mindset, attitude, and skills regarding accountability.
• Use Accountability Tools to distinguish how individual tasks are prioritized to meet group,
team, or departmental goals.
• Increase personal accountability for yourself and the people you lead by applying the principles
of the Accountability Culture Model (ACM).
a. We are specific and clear about roles, team leadership, and individual
1 2 3 4 5
ownership in a way that eases confusion.
c. We face squarely what went right, what did not, and why. 1 2 3 4 5
f. Leaders take the initiative to claim and create what they need to
1 2 3 4 5
succeed.
g. People are held accountable if they don’t do what they say they will
1 2 3 4 5
do.
i. People feel and can see a strong link between what they do and
1 2 3 4 5
overall team performance.
If your total score is less than 33, your organization and its leaders probably
need to take a look at how they can better create a culture that encourages Total
accountability.
Which two would benefit you the most to improve relative to you and what you are accountable for?
2. I have to:
3. I have to:
4. I have to:
5. I have to:
provide feedback
6. I have to:
7. I have to:
8. I have to:
9. I have to:
If your team, group, or department became more accountable, what would be the benefit to your
organization?
Victim Mindset
Key Considerations to Changing One’s Mindset
Ask insightful questions:
• Am I responding with a “victim” or “accountable” mindset?
• What’s the first proactive and helpful thing I can do now?
• How can I positively influence the challenges and issues we face?
• Do I clearly understand the relevance and meaning of the transformational
changes and am I able to communicate it with my team?
No Trust
Key Considerations to Trust Others
• Have courage, lead by example.
• Be trustworthy and transparent to others and they will reciprocate your actions.
• Share your mistakes and lessons learned.
• Make trust a priority in all your interactions.
• Balance self-interest with service to others.
• Competent
• Knowledgeable
ABILITY • Track record of successes
TRUST
LOYALTY INTEGRITY
• Caring • Honest
Support: Provide candid feedback using Situation-Behavior-Impact (SBI), coaching, mentoring, and
training. An effective method to offer support is by modeling it. Show that it’s okay to take a calculated
risk and make a mistake if you lead the effort to fix it and learn from it. Most importantly, be explicit when
communicating expectations and emphasize how your organization values accountability.
Freedom: Define areas where decisions can be made freely, then develop employees’ decision-making
skills by providing them with the information they need to make decisions. Employees need freedom to
structure and direct the tasks if they are to be held accountable. The more influence an individual has over
the goals and process, the firmer the basis of accountability becomes.
Information: Relevant and accurate information is crucial for accountability. Arrange direct access to
enough relevant information to come up with an adequate solution in the time allotted.
Resources: An accountable person needs freedom to access and control of some the resources needed to
accomplish the tasks of their position.
Goal and
Write the three levels of support. Role
Clarity
Role
• Organizational Scope Clarity
• Supervisory
• Work Team
Support
Information
Authority
Support
Boundary
Goal and
Resources Role Freedom
Clarity
Role
Scope Clarity
Information
Scope Role Clarity
What outcome are you accountable for? Identify whether you’re accountable
PROCESS or RESULTS? for SKILL or KNOWLEDGE.
2.
Ana Narag
3.
Dan O-Brien
4. Libby Pollack
5. AMT
6. National Directors
7. NOs
8. Leima Sevilla
9.
1. Identify who you are accountable to. Stakeholders may be internal, external, individuals,
or groups.
• Assign a maximum of nine in order to simplify the activity.
2. Use two different highlighter colors: one to indicate the three most important people, the
other for the three least important people relative to you.
• Each row that connects the line anchors (stakeholders) in the web represents a level of
importance. The rows closest to the center of the web are least important, row closest
to the outer edge of the web are the most important.
3. Distribute 100% between PROCESS and RESULTS based on your perception of the
Stakeholders’ focus (i.e., P=75/R=25).
4. Place a plus sign (+) if you believe this makes good business sense for the organization,
or a negative sign (-) if you believe this ratio is harmful to the organization over time. A
good balance does not have to be 50/50.
• If you perceive any stakeholder’s mindset as a negative balance, who do you need to
access to clarify the potential downside? Schedule a meeting right now.
» Is your perception correct?
P R ( - /+ )
P R ( - /+ )
P R ( - /+ )
P R ( - /+ )
YOU P R ( - /+ )
LOW
HIGH
P R
( - /+ )
P R ( - /+ )
( - /+ )
P R
P R ( - /+ )
e. b.
0 NO!
1
2
3 NOT ENOUGH TO COMMIT
4
5 COMMIT WITH ACKNOWLEDGED RISKS
6
7
8 ENOUGH TO COMMIT
9
10 YES!
d. c.
a. Goal and Role Clarity: Are you clear about who and what you are responsible for, process and
results, and if your knowledge or expertise puts you in a position of more or less accountability?
b. Freedom: To what degree do you have the freedom to decide on process and tactics to
accomplish the task?
c. Support: Do you have enough support from the organization, superiors, and the team?
d. Information: Do you have enough information to make a quality decision that you can take
ownership of?
e. Resources: Do you have enough resources to carry out the tactics and plans that are necessary
to be successful?
e. b.
0
1
2
3
4
5
6 a.
7 3. ERP TEAM
8
9
10
d. c.
e. b.
0
1
2
3
4
5
6
7
8
9
10
d. c.
a. Goal and Role Clarity a. Goal and Role Clarity a. Goal and Role Clarity
Stakeholder 1
Which two ACM components did you rate the lowest (i.e., information and freedom)?
1.
2.
Stakeholder 2
Which two ACM components did you rate the lowest (i.e., information and freedom)?
1.
2.
Stakeholder 3
Which two ACM components did you rate the lowest (i.e., information and freedom)?
1.
2.
Stakeholders that were not identified as your highest or lowest priority present great opportunities
for you to delegate responsibility to other people. In the circles below assign the three mid-priority
stakeholders that you identified in your ACM Accountability Web Activity.
Note: Do not worry about to whom you will assign to the task, right now what matters is what you want to assign.
Stakeholder 4 Stakeholder 6
Mid-Priority Mid-Priority
Stakeholder 5
Mid-Priority
This also contributes to creating a culture of accountability. This is where you have to commit to provide
what your people need in order to be accountable.
1. being patient
2. unclear expectations
6.
7.
8.
9.
10.
How were your contributions recognized? If never, how would you like your contributions recognized?
How was credibility established? If never, what was needed for it to be established?
What freedoms were you given? If none, what freedoms would have made you feel empowered?
Did you have the right balance of results vs. process? If not, what balance would have worked best?
The Leadership Accountability Tool will help you evaluate yourself in terms of exhibited
accountability behaviors and traits. Look at these questions through two lenses:
» First, answer each area of the model as you believe your team members view you
with respect to your accountability behaviors and traits. For example, how would your
peers or direct reports rate you on the support you provide in collaborative efforts?
» Second, answer the same questions with regard to how your manager would rate you.
1. Circle the number that best describes your level of agreement with each statement. Your
ratings do not have to be perfect. Use your judgment, given the information you see on
the page.
2. Add up the points for each section of the accountability model. If your score for a section
is 14 or higher, you are doing well in that area. If your score is lower than 7, you
should think of some ways you can improve in that area.
3. Read through the strategies on the two pages following the survey page. The first page is
information on how to offer the component, the second page is how to receive it.
2. Freedom
The leader is able to make significant decisions without a high degree of micromanaging
from their boss. 1 2 3 4 5
3. Information
The leader has access to relevant information in a timely manner. 1 2 3 4 5
The leader has access to customer information. 1 2 3 4 5
The leader has access to pertinent information regarding important resources. 1 2 3 4 5
The leader has effective lines of communication throughout the
organization structure. 1 2 3 4 5
The leader has effective informal networks to communicate efficiently across organizational
boundaries. 1 2 3 4 5
Total
The leader is clear on their goals and their role in achieving those goals. 1 2 3 4 5
Total
Behaviors Activity
The people I work with don’t encourage
accountability among all group members.
The people I work with lack specific suggestions Continuously refer to ACM when assessing
for how to create an accountable team culture and performance situations.
environment.
Use the organizational scorecard to evaluate
Conditions initiatives, processes, and projects. Determine
which of the 11 components you do well and
The people I work with don’t know how to build identify where gaps need to be filled.
an environment that encourages their team.
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