Creating the Conditions of Accountability From the Top Down

Christine Coward, LCSW, ACCNeill Edwards, M.A.

April 8, 2010

Leadership Without ExcusesDrop the drama, fix the fingerpointing,loseyour delusions and make things happen!

By Jeff Grimshaw, Gregg BaronPublished by McGraw Hill Business, 2010

Agenda for Today Saints, Sinners, and Save-ables Model for creating the conditions of

accountability Self-assessment Coaching in pairs Wrap-up, Q&A, Check-out

Saints, Sinners, and Savables

QuickTime™ and a decompressor

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QuickTime™ and a decompressor

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Go Find Me a Rock…

6

Situational factors (Communication, Leadership,

Process, Rewards, etc.)

Positive consequences

follow performance

Expectations are clear

Negative consequences follow

non- performance

Expectations are credible

Conditions of Accountability Model © 2003 CRA, Inc.

Accountability Model

Create Clear Expectations Don’t assume your common sense is

their common sense How is their performance going to be

evaluated? What would actions would result in a positive evaluation?

Be clear about timelines Encourage clarifying questions, check

for understanding

Ensure expectations are credible and reasonable Share rationale for why they are supposed to

do what they are supposed to do Ensure they have the capacity - time and

resources - to do what’s required Ensure they have the capability Give credible guidance when choice they

make will support one org value at expense of another

Create compelling positive consequences for high performance Treat top performers differently than

average performers Minimize negative consequences for top

performers (such as giving more work) What you choose to reward sends a

“louder” message than what you say is important

Ensure timely negative consequences for poor performers Withhold negative consequences until you are

clear that clarity and credibility of expectations are in place, and if continuous and candid performance feedback has been provided

Use negative consequences to treat low performers differently than average or high performers

Give negative consequences predictably, consistently, and fairly

It’s not what you say, it’s what you do

Self-assessment

How is Your Leadership Accountability?? On a scale from 1-10 please rate

yourself in the following areas:1. I create clear expectations2. I am credible and realistic when giving

expectations3. I reward high performers4. I negatively consequence low

performers

Wrap-UpThank you for participating today!!