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Hardwiring Accountability into your Workforce

Hardwiring Accountability into your Workforce. Cy Wakeman. Agenda. Principles of Reality Based Leadership Deep dive into Personal Accountability Developing for Accountability Coaching for Accountability Q&A. Change Mindsets. Change Reality. Quit. BMW Drive. Current Performance +

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Hardwiring Accountability into your Workforce

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  1. Hardwiring Accountability into your Workforce Cy Wakeman

  2. Agenda • Principles of Reality Based Leadership • Deep dive into Personal Accountability • Developing for Accountability • Coaching for Accountability • Q&A

  3. Change Mindsets Change Reality Quit BMW Drive

  4. Current Performance + Future Potential - Emotional Expense = Employee Value 3 x

  5. Personal Accountability The Mindsetthat results happen because of one’s actions, not in spite of them Accountable people believe that they choose their own destiny

  6. Commitment The willingness to do whatever it takes to get results. Resilience The ability to stay the course in the face of obstacles and setbacks. Ownership The acceptance of the consequences of our actions, good or bad. Continuous Learning The perspective to see success and failure as learning experiences to fuel future success.

  7. Commitment The willingness to do whatever it takes to get results. • Focused on fulfilling role (never says “it’s not my job”) • Willingly joins up and aligns with the organization, buys in easily • Risk taker - leans forward in the foxhole • Plays offense not defense • Expectations are clear and the consent informed

  8. Resilience The ability to stay the course in the face of obstacles and setbacks. • Great problem-solver • Overcomes barriers • Creative in their use of resources • Doesn't stop at the first sign of difficulty or challenge • Persevering

  9. Ownership The acceptance of the consequences of our actions, good or bad. • Doesn't blame others or circumstances for the results or their happiness • Can readily account for own impact into results good or bad • Uses "i" often • Has both a healthy sense of pride and guilt

  10. Continuous Learning The perspective to see success and failure as learning experiences to fuel future success. • Each experience is examined with reflection to find opportunity for learning and improvement • Accountability doesn't end with an apology, it ends with amends and restitution • Challenges and failures are seen as opportunities for growth • Converses easily about their role in the results and their intentions for adjustments in their approaches

  11. Leading Accountability • Be very clear about the results that are required from teams. • Be incredibly honest about a team’s results. • Lead the team through a thorough accounting of their contributions to the results • “I chose”“I denied”“I assumed”“I did”“I didn’t”“I needed to have”“I acted” • Identify how the team specifically contributed and how they can then commit to what they will do differently in the future

  12. Developing Personal Accountability

  13. Challenge Personal Accountability Development Experienced Accountability Feedback Self-Reflection Sense-making Mentoring

  14. Challenge Challenges within current role: • Projects • Task changes • Hefty development plans • Lateral job movement Delegation is key to using challenge to develop personal accountability.

  15. Experienced Accountability Focus on follow-up: • Consistent focus on performance against the challenge • Measurement, facts, reality • Keep choices and consequences visible, shining the spotlight on them • Make success or failure a more public experience to create moments of truth

  16. Feedback Holding up the mirror: • What is going well, what to work on next • Multiple sources: leaders, peers, customers, market, environment • Remove protection, allow failure • Let people learn from “natural” consequences

  17. Self-Reflection Let them do the heavy-lifting: • Keep coaching short, allow for time to reflect • Ask important questions, provide time them to give it some thought and report back • Focus on questions that reveal the individual’s part and role in the outcome • Allow pain and discomfort, it is great fuel for self-reflection

  18. Sense-Making Mentoring Someone to process and learn with: • Provides reinforcement of accountability, no collusion • Gently raises trends to keep the focus squarely on the individual’s development • Ensures that lessons follow from one experience to the next • Modeling of accountable leadership

  19. Coaching For Accountability

  20. Why doesn’t anyone tell me anything? Why do they keep changing? When will they get it? Personal Accountability, QBQ.com by John Miller

  21. What? How? “I” Action Personal Accountability, QBQ.com by John Miller

  22. 1. Aware 2. Accept 3. Act Change Sequence 4. Build 5. Blend 6. Consequence

  23. What isn’t working yet? What works? What inspires? What’s possible? What’s missing?

  24. FEEDFORWARD

  25. 10 Things

  26. THANK YOU! Connect with us:Cy WakemanCy@cywakeman.comwww.realitybasedleadership.com

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