United Way Accountability 1.25.13

The Five Keys to Accountability

“Simplicity is the ultimate sophistication” Leonardo da Vinci

Ideas in Business = Strategy

Action = Execution

Business Success = Strategy x Execution

(T + C + ECF) x DE = Success

TalentTeam

CultureClarityProcess

TalentDevelop and display competence.

Follow through on commitments.

Deliver required results.

Ensure your actions are consistent with your word.

Stand behind the team and its people.

Be enjoyable to work with.

Be passionate about your work and those you serve.

Communicate and keep everyone informed.

Help the other members of the team.

Help members of other teams.

Share ideas, information and credit.

Hold yourself 100% accountable.

1. Lack of TRUST2. Lack of Candor3. Lack of Commitment4. Lack of Accountability5. Lack of RESULTS

1 - 10

Competence

RespectDistrust

Affection TRUST

HIGH

LOWLOW HIGH

Concern

3

“I am good at what I do… and I do it because I

care about you.”

DMCCMD

irection – vivid, clear, inspiring --- shared

easurements – specific, observable, focused

ompetence – very good at what they do

ommunication – open, honest, courageous

utual Accountability – all team members

iscipline – do this every day

Team1 - 10

Culture

Positive Culture

Fun

Family

Friends

Fair

FreedomPride

Praise

Meaning

Results

5

1 - 10

Business Side• Integrity• Innovation• Accountability• Execution• Urgency• Customer Focus• Ownership Mentality

1 - 10

Clarity• Communicate clearly and relentlessly.• Set agreed-upon and highly specific metrics.• Focus on results – not personalities.• Force collaboration – teamwork is mandatory

not optional.• Question all activities that don’t contribute to

the company’s overall strategic goals.• Make sure that everyone in the organization –

from top to bottom – focuses on accountability.

1 - 10

• Solid strategy is essential to business success.

• However, good strategic principles mean nothing if you don’t implement them.

• Thorough preparation is essential to execution.

• Simplicity is the foundation of execution. Thus you should focus your business on a few simple ideas.

• Align all activity with your core business goals. Eliminate everything else.

• People drive execution. Hire, train, retain and motivate the best.

• The business landscape is always changing, so to succeed you must be flexible.

• Craft a simple message, and make sure everyone in the organization gets it – but also listen to everyone, so you know what’s going on.

• Being good isn’t enough. Build “towering strengths.”

Sun Tzu on Business Execution

10 – 15%

What Inhibits Execution?National Survey of 14,000 Senior Executives

4. Inability to work together (21%)

3. Company culture (23%)

2. Economic climate (29%)

1. Holding onto the past / unwillingness to CHANGE (35%)

In other words…• In order to succeed you need a

high-performance team that is extremely customer focused and embraces a strong culture of disciplined execution and accountability while being nimble, agile and adaptable to changes in the marketplace.

Vision+

Values

Strategy

Commitment

Alignment

Systems Communication

Support

Adjust /Innovate

Reward /Punish

Where are we going + how will we behave on the way?

FocusDifferentiation“No”

Stakeholders + guiding collation

Vision + ValuesStrategyPlansGoals / ObjectivesTactics / Actions

Procedures / ProtocolsRepeatable ProcessClear / consistent / relentless

Training +time / money /

supplies / people

Measure / TrackCommunicate

Transparency Renewal

Praise + Celebration and

Eliminate Mediocrity

9 Steps forEnsuring

Effective Execution

Process1 - 10

Obstacles to Execution

1. There is a real void of clear, direct and understandable communication. This results in people doing what they want to do, not what they need to do and breeds a climate of not caring about the customers/clients or their colleagues.

2. Dysfunctional behavior is accepted or ignored and worse yet, colleagues, management reward it.

3. There is no definition of what is acceptable and what is unacceptable.

4. Management do not promote and confirm that accountability is a key principle within their company.

5. Good people may leave because of frustration that their employees are ignoring the issue and is not proactive in seeking and implementing a solution to change the environment.

Accountability • 100% Clarity

• Agreement

• Tracking

• Coaching

• Reward / Punishment

Clear Direction

No

Yes

Explain the Task

Agreement

Gain Agreement

Skills

Yes

No

Training

Resources

Yes

No

Get them theResources

Authority

Yes

No

Empower Them

Motivated

Yes

No

Coach Them

PerformanceImprovement

Yes

No

Clarity

1 - 10

The Four Pieces of Paper…

Agreement

Drone Scapegoat

OwnershipMentality

LooseCannon

HIGH

LOW

LOW HIGH

Auth

ority

Accountability

Empowerment

1 - 10

Keep a Compelling Scoreboard• It has to be simple• It has to be visible to the team• The has to show all key metrics• it has to tell you immediately if

you are winning or losing!!

Tracking

1 - 10

MPS Margin Per Sale

Talent

Customer Service

Customer Retention

Create a “Dashboard” of all key measures

Coaching

Situational Leadership

Teacher Coach

Director Cheerleader

FLEX

LOW

LOW

HIGH

HIGH

Moti

vatio

n

Skill

10 year study of 160 top companies

40 distinct industries

200 management practices

Winners, climbers, tumblers, losers

Winners had an average Total Return to Shareholders of 945%...

The Losers only averaged a TRS of 62%

From: What (really) Works by Joyce, Nohria, Roberson

The Four Primary Practices:1. A sharply focused, clearly communicated and well-

understood strategy for growth.2. Flawless operational execution that consistently

delivers the value proposition.3. A performance-oriented culture that does not

tolerate mediocrity.4. A fast, flexible, flat organization that reduces

bureaucracy and simplifies work.

The Secondary Management Practices:

• Talent = find and keep the best people.• Key leaders show commitment and

enthusiasm for the business.• Embrace strategic innovation.• Master the power of partnerships.

Score yourself on the 1–10 scale for all eight practices

Lessons from seven top CEOs• Have an outside-in perspective.• Be deeply passionate about your job.• Understand the importance of culture.• Create or adapt next generation products,

processes and solutions.• Implement the best ideas regardless of

origin.

From: What the Best CEOs Know by Krames

Dell, Welch, Gerstner, Grove, Gates, Kelleher, Walton = 696 B

1-10

Workshop• What are the top THREE things you must do

right away to dramatically increase the level of disciplined execution and accountability in your organization?

FDA

Where are three areas / strategies that you need to

focus that accountability on?

If you have any questions at all please do not hesitate to send a note or call. My email address is: [email protected]

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