wff trust and accountability 4.13
TRANSCRIPT
How to Build a High-Trust, High-Accountability Culture
“Simplicity is the ultimate sophistication” Leonardo da Vinci
(T + C + ECF) x DE = Success
Page 1
Ideal Team Member ?Develops and displays competence.
Follows through on commitments.
Delivers required results.
Ensures their actions are consistent with their words.
Stands behind the team and its people.
Is enjoyable to work with.
Is passionate about their work and those they serve.
Communicates and keep everyone informed.
Helps the other members of the team.
Helps members of other teams.
Shares ideas, information and credit.
Hold themself 100% accountable.
Page 1
1. Lack of TRUST2. Lack of Candor3. Lack of Commitment4. Lack of Accountability5. Lack of RESULTS
1 - 10Page 1
Source Credibility
C + R + I SO = SC
Page 2
Competence
RespectDistrust
Affection TRUST
HIGH
LOW
LOW HIGH
Concern
3
Page 2
The 4 Cs of TrustYou must Consistently
Communicate that you are Competent
and you Care
“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
The 6 Keys to a High-Performance Team
Page 2
10 – 15%
What Inhibits Execution?National Survey of 14,000 Senior Executives
4. Inability to work together
3. Company culture
2. Economic climate
1. Holding onto the past / unwillingness to CHANGE
Page 3
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.
Obstacles to Execution
Page 3
1. There is a real void of clear, direct and understandable communication about the direction of the organization. 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 performance.
Page 3
4. Management does not promote and confirm that accountability is a key principle within the company.
Page 3
5. Good people may leave because of frustration that their employer is ignoring the issue and is not proactive in seeking and implementing a solution to change the environment.
Page 3
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
Page 4
Accountability 1. 100% Clarity + Authority
Page 4
Drone Scapegoat
OwnershipMentality
LooseCannon
HIGH
LOW
LOW HIGH
Auth
ority
Accountability
Empowerment
NITB
Accountability 1. 100% Clarity + Authority
2. 100% Agreement
Page 4
The Four Pieces of Paper…
Agreement
NITB
Accountability 1. 100% Clarity + Authority
2. 100% Agreement
3. Track & Post
Page 4
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
Accountability 1. 100% Clarity + Authority
2. 100% Agreement
3. Track & Post
4. Coach & Train
Page 4
Situational Leadership
Teacher Coach
Director Cheerleader
FLEX
LOW
LOW
HIGH
HIGH
Moti
vatio
n
SkillNITB
Accountability 1. 100% Clarity + Authority
2. 100% Agreement
3. Track & Post
4. Coach & Train
5. Reward or PunishPage 4
99% of the time when I do something wrong I get in trouble… 99% of the time when I do something right - nobody says anything!
LN
K
Keys to Career Success
Page 5
Workshop: Pages 5 & 6• What are the top THREE things you must do
right away to dramatically increase the level of trust and accountability in your organization?
Page 5 & 6
If you have any questions at all please do not hesitate to send a note or call. My email address is: [email protected]
My twitter address is: @awesomelysimple
Please connect with me on LinkedInAlso, you might find value in the ideas I share in my blog. You can sign up for it at:
www.blog.johnspence.com
Lastly, these slides have already been uploaded to:
www.slideshare.net/johnspence
Thank You
Page 6