Employee Accountability

1. Employee Accountability Module 3 - Leadership through Business Mentoring

2. Agenda

3. Session One: Course Overview Learning Objectives • Understand what accountability is and what events in history have shaped our view of it • Identify the requirements for personal and corporate accountability • Understand the cycle of accountability and the fundamental elements required to build an accountable organization • Identify what individuals must do to become accountable • Pinpoint ways to build ownership in your organization • Isolate areas for further self-improvement

4. Session Two: Defining Accountability What is Accountability? (I) How would you define accountability? • The Encarta dictionary defines it as, “responsible to somebody or for something,” or as, “capable of being explained.” • It is about being true to your word. • It is also about being true to yourself and your personal expectations.

5. Session Two: Defining Accountability What is Accountability? (II) • People have been called to answer for their actions. • A 2007 Gallup poll showed that only 43% of respondents had quite a lot or a great deal of trust in the American government’s executive branch. • This is compared to 72% in 2001 to 2002, and 40% in 1974, the year of Watergate.

6. Session Two: Defining Accountability What is Accountability? (III)

7. Session Two: Defining Accountability The Era of Distrust (I) 1960’s • People started to advocate social change • Media began promoting idea that every American was entitled to happiness • Delinking rights and responsibilities

8. Session Two: Defining Accountability The Era of Distrust (II) 1970’s • Changes in the legal system = more litigation • Increase in talk shows and being rewarded for discussing problems

9. Session Two: Defining Accountability The Era of Distrust (III) 1980’s and 1990’s • More people dependent on the social system • More people blamed their problems on anyone but themselves • More ridiculous lawsuits and outrageous criminal defenses

10. Session Two: Defining Accountability The Era of Distrust (IV) The scandals of 2000: • 2001-2002: Enron and Worldcom • 2003-2005: Harry Stonecipher, Boeing • 2004: Martha Stewart • 2006: David Edmondson, RadioShack • 2007: BP CEO Tony Hayward • 2007: Major League Baseball star Barry Bonds • 2009-2010: Tiger Woods

11. Session Two: Defining Accountability The Era of Distrust (V) Lessons Learned • Accountability must exist at every level. • Accountability requires transparency, trust, honesty, integrity, and credibility from all involved. • Accountability is a personal value. • Accountability requires work!

12. Session Two: Defining Accountability The Era of Distrust (VI) “In the past decade, nearly every pillar institution in American society — whether it's General Motors, Congress, Wall Street, Major League Baseball, the Catholic Church or the mainstream media — has revealed itself to be corrupt, incompetent, or both. And at the root of these failures are the people who run these institutions, the bright and industrious minds who occupy the commanding heights of our meritocratic order.” • Christopher Hayes

13. Session Three: Creating an Accountable Organization The Accountability Cycle (I) • The organization as a whole must understand and commit to accountability. • Accountability must start at the top and flow through the organization. • Areas which have a lack of accountability must be addressed. • Responsibility, authority, and employee engagement are closely tied to accountability.

14. Session Three: Creating an Accountable Organization The Accountability Cycle (II)

15. Session Three: Creating an Accountable Organization The Building Blocks • Transparency • Honesty • Credibility • Integrity • Trust

16. Session Three: Creating an Accountable Organization Accountability Starts with Me! • Honesty • Assertiveness • Responsibility

17. Session Four: Setting Goals and Expectations Tips and Tricks (I) SMART Goals • S = SPECIFIC • M = MEASURABLE • A = ATTAINABLE • R = RELEVANT • T = TIMED

18. Session Four: Setting Goals and Expectations Tips and Tricks (II) Three P’s • Personal • Positive • Put in writing

19. Session Four: Setting Goals and Expectations Tips and Tricks (III) Structuring Expectations • How will the task be started? What will execution look like? • What will the end results look like? • What communication tasks will they be responsible for? Will there be any tasks that others should be responsible for? • What tools and resources will be helpful in executing the task?

20. Session Four: Setting Goals and Expectations Tips and Tricks (IV) Structuring Expectations ctd. • When should the task be complete? When should reporting take place? • Who can they rely on for mentoring and support? • Why is the task being completed? Why is it important? • What other tasks or projects rely on this task? What’s the big picture?

21. Session Four: Setting Goals and Expectations Top Ten Ways to Create and Share Ownership (I) • Give employees the power to make decisions about how their job is done. • Build rewards into the success of the company as well as individual departments. • Keep communication as open as possible. • Communication should be personal and intimate whenever possible. • When you hand off a project, let go completely.

22. Session Four: Setting Goals and Expectations Top Ten Ways to Create and Share Ownership (II) • Whenever possible, let people speak for themselves. • Let employees know what the long-term plan is. • Encourage a holistic approach through the company. • Invest in your employees. • Work on creating an atmosphere of cooperation and creativity.

23. Session Five: A Toolbox for Managers • Coaching • Teamwork • Delegation • Leadership • Time mgmt./personal productivity • Communication • Goal setting • Giving and receiving feedback • Public speaking and presentation • Planning • Project management • Relationship building • Negotiation • Assertiveness