ACCEPTING RESPONSIBILITY AND ACCOUNTABILITY

You can delegate responsibility, but you can’t delegate accountability to anyone.

If someone gives you a job to do, you can get someone else to do it, but you are still accountable to produce the results. If the job isn’t done right the only person to blame is you, because even though you’ve delegated the responsibility, you are still accountable.

As a manager we should know the characteristics of responsible employees

  Employees taking personal responsibility  Responsible employees are more engaged and productive.  They willingly accept accountability for producing results  Continually look for ways in which they can improve their performance

The mistakes of most managers  Attempt to hold responsible employees alone accountable.  Leaving the others in their way and tries to finish the task through them alone.

People cannot be held accountable; they can only choose to be accountable.

Accountability is the natural outcome of a person deciding to take responsibility for something.

The mistakes of most managers  Attempt to hold responsible employees alone accountable.

Leaving the others in their way and tries to finish the task through them alone.  People cannot be held accountable; they can only choose to be accountable.

Accountability is the natural outcome of a person deciding to take responsibility for something.

The challenge for most managers  Figuring out how to get the rest of their employees to be accountable.

Learn how to work in partnership with employees and to encourage their input Create the Right Environment  They want to have a sense of ownership in their job Managers need to hand over some of the control  People who know they are being trusted to be responsible do not want to let their manager down.

Remove the fear of employees.

Build Relationships Based on Trust  The foundation of a responsibility-based culture is a high level of trust throughout the organization.

When trust between management and employees is high, the following situations occur:  Information is exchanged freely, feelings and opinions are openly discussed.

Expectations are clear, disagreements are discussed and resolved  Differences are valued, employees feel respected for their contribution, and they have input into how the organization can be more successful.

People keep their commitments, strive for excellence in everything they do

Elements of Trust – Four behaviors  Congruence.

Openness.  Acceptance   Reliability. 

Words of Jim Collins  “First, get the right people on the bus, the wrong people off the bus, and the right people in the right seats.”

If you have the right people, then trust them, believe in them and partner with them to create a great company. If you have people who aren’t performing, make sure that you have created an environment where they can perform, or that they are not just in the wrong seats-before you get them off the bus.  You really won’t know whether you have the right people until you have given them the opportunity

Managing responsibility includes everything from doing nothing (or, worse, doing the wrong things) to the full integration of responsibility into the range of processes across the organization.

HOW TO PROMOTE ACCOUNTABILITY AND RESPONSIBILTY

Leader must model accountabilty Not to create silly policies in organization Communicate and share information Create a safe learning environment Focus on the relationship managers have

with their teams

HOW TO PROMOTE ACCOUNTABILITY AND RESPONSIBILTY

Leader must model accountabilty Not to create silly policies in organization Communicate and share information Create a safe learning environment Focus on the relationship managers have

with their teams

RESPONSIBILITY MANAGEMENT

• Responsibility management approaches can potentially provide for a solid basis of competitive advantage, especially for early movers.

• They can more easilyrecruit and retain talented employees, keep existing customers, attract social/ethical investors, improve community relations by becoming neighbors of choice, and even improve productivity

• Benefits can come because employees and management are not distracted by external attention from day-to-day business operations

PROS OF ACCEPTING RESPONSIBILTY

 Part of being a professional is certainly taking responsibility for your own work, and not passing the blame to someone else when things go wrong.  But I think it’s even more powerful to simply say I will not let this fail lets you make hard decisions under uncertain conditions.  

DIFFERENCE BETWEEN RESPONSIBILITY AND ACCOUNTABILTY

Accountability refers to being answerable and culpable for an outcome, and responsibility means being able to answer for one's conduct and performance. Responsibility refers to executing the duties associated with work

  Accepting responsibility for anything is no

more than saying "I know what I'm doing.”

FAILURE TO ACCEPT RESPONSIBILITY IS FAILURE TO READ-HARWARD BUSINESS REVIEW

One thing that may need to be learned (or re-learned) is a lesson in responsibility. It rests on three principles.

Be aware Accept consequences Resolve to improve

THE PRICE OF GREATNESS," SAID WINSTON CHURCHILL, "IS RESPONSIBILITY." SOMETHING THE ALL OF US FACING TOUGH TIMES NEED TO REMEMBERED

IMPACT OF ACCOUNTABILITY

• What is the point in appointing assistant or subordinate managers if senior managers are not prepared to take on the development function?

• Senior managers have a responsibility to ensure ongoing training of subordinates through daily exposure to workplace problem solving, decision making, accepting responsibility, accountability and task achievement?

EFFECTIVE MANAGERS

Responsibility relates to the scope and impact of a person’s job.

Effective senior managers delegate tasks to subordinates directly related to the subordinates experience and ability.Accountability refers to consequences.

EFFECTIVE MANAGERS

Senior managers need to consider if they have the right people with the correct competencies in the right positions? If not, then they need to ask why? Why the wrong people were chosen in the first place.

RISK MANAGING

What does risk mean?Anything that can stop you fromattaining your goals & objectives

WHAT IS RISK MANAGMENT

• Process steps that enable improvement in decision making.

• A logical and systematic approach.

• Identifying opportunities.

• Avoiding or minimising losses.

Risk Management :• practices are widely used in public and the

private sectors, covering a wide range of activities or operations.

• These include: Finance and Investment Insurance Health care Public institutions Governments

The RM process:• Risk Management process steps are a generic guide

for any organisation, regardless of the type of business, activity or function.

• the basic process steps are: Establish the context Indentify the risks Analyze the risks Evaluate the risks Treat the risks Monitoring and review and communication and

consultation

Establish the context: the strategic and organizational context in

which risk management will take place. For examples, the nature of your business,

the risks inherent in your business and your priorities.

Identify the risks: defining types of risk, for instance, ‘strategic’ risks

to the goals and objectives of the organization. identifying the stakeholders, (i.e., who is involved

or affected). Past events , future developments.

Analyze the risks: How likely is the risk event to happen?

What would be the impact, cost or consequences of that event occurring?

Evaluate the risks: Rank the risks according to management

priorities, by risk category and rated by likelihood and possible cost or consequence.

Treat the risks: Develop and implement a plan with specific

counter-measures to address the indentified risks.

Monitor and review: In identifying, prioritizing and treating risks,

organizations make assumptions and decisions based on situations that are subject to change.

Risk management policies and decisions must be regularly reviewed.

THANK YOU