Hardwiring Accountability

Something is happening within many of the organizations.
And it’s troubling.
There are many incredibly sincere and well-intentioned managers. Supervisors whose need to be “nice” exceeds their organizational mandate for accountability. Leaders whose need to be liked inhibits them from acting upon their responsibility to establish, or maintain effective boundaries of accountability.
They are unwilling or unskilled at […]

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How do you build a culture of accountability?
To start we need to define accountability? To some, it’s something you make people do, as in making people accountable. Trying to “make” people do anything is a long term recipe for creative subversion. There are few systems known to humankind that can not be “worked around.” Ironically, […]

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Are managers who lack the likeability factor doomed to be poor managers? Lisa Haneberg talked in her blog this week about the requirement for managers to be “likeable.” I totally agree that “likeability” is important and what is missing in many managers is an authentic emotional connection, an ease, a comfort with those they […]

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A leader I was networking with today asked this seemingly simple, straight-forward question and here’s my “Cliffs Notes” response: What is Hardwiring?
Most investments in leadership tools are “hopeful” at best in terms of connecting back and directly supporting measurable business results.
There are many reasons for this…two of which are (1) little or no accountability systems […]

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Why is trust so important in organizations? How can you increase the level of trust in your organization? For organizations to be successful, high levels of trust are necessary because of the level of interdependence required of others. We depend on others to help us obtain, or at least not to frustrate, the results we […]

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Employees with an Owner Mindset are more likely to passionately care about and work for the success of the organization. They clearly go beyond just doing a job. They take pride in, and accept personal responsibility for, their effort and results. They are generally goal-oriented and thrive on the feedback of both organizational and personal […]

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Employees with a Renter Mindset are more likely to be indifferent about the success of the organization, do only what is expected, be marginally profitable and reliably put in time with little energy or passion. They are less likely to be goal-oriented, especially if the goal is not in some way
serving their personal best interest. […]

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Employees with a Visitor Mindset are clearly looking out for number one - themselves. They are more likely to be untrusting, resistant to change, critical of management/leadership and negative about the future of the organization. They are more likely to blame others than take personal responsibility and will avoid accountability. They are unreliable in meeting […]

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Does your employee compensation strategy promote “ownership” behaviors directed at improving the profitability of your organization? Or has it become an expensive entitlement increasingly difficult to pass on to your customers?
The limitations of traditional compensation programs became evident in short order. First, in situations where salary adjustments were not tied directly to performance, every employee […]

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My people seem dependent on being told what to do. How can I get them to take more responsibility for their work? I want my direct reports to take initiative, yet when I emphasize the standard for quality work they just seem to give up trying. What can I do? These real dilemmas […]

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