Association of Government - PowerPoint Presentation

Slide1

Association of Government AccountantsRichmond - Shenandoah Valley - Virginia - Peninsula - Roanoke

Accountability: A Core Leadership Value

Facilitated byPatrick Patrong, BSE, MCRPPatrong Enterprises, Inc.

After this session participants will understand the culture of accountability in the following areas:

Objectives

Accountability CultureClearly Defined ResultsOrganizational AlignmentEliminating the Blame GameSustaining Change

Activity

Connect like symbols, with a single continuous line.Lines must not cross each other, go through the small boxes, or outside the large boxLines must only touch the box that they are connecting.

Connecting the Boxes

Most organizations link results with the level of accountability

The Culture of Accountability

The challenge is knowing how to create and sustain a culture of accountability

Organizations operating with a high level of accountability have been able to:

High Accountability

Clearly define results

Create alignment around results

Instill accountability to deliver results

Sustain positive changes

How do successful organizations enable their people to take ownership for delivering on their intended results?

Joint Accountability

To be effective today, supervisors must create higher levels of ownership and joint accountability to achieve results

Key Shifts

Externalizing



Internalizing

the

Need for

Change

Blaming

Others



Taking Accountability

Doing

the

Job



Achieving the Result

Working

In

Silos



Collaborating

Telling

People

What

To

Do



Engaging Hearts and Minds

Most people view accountability as something demeaning that happens when performance declines, when problems develop, or in failure

The Old View

Many think accountability arises when something goes wrong or when someone wants to isolate the cause - to blame or point fingers

Consider the following alternative definition of accountability:

The Alternative View

“A personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results.”

Clearly Defined Results

There is a doing difference between - Doing the Job and Achieving the Result

The Job vs. The Result

The first step towards Creating a Culture of Accountability is to define clear results

The targeted result must be clear to everyone on the team and then the results must be shared

Creating Alignment

Each team member must share accountability for achieving the result

Creating clarity around results and alignment around delivery reduces time spent playing the Blame Game

Eliminating Blame

This is a crucial step in creating higher levels of accountability

Supervisors can promote a particular decision in three important ways:

Promoting Decisions

•

Advocating

a decision translates to more vigorous and proactive support

•

Sponsoring

a decision vocally and linking your success to it success

•

Championing

a decision by actively leading people in efforts to make it a success - keeping it on the daily agenda

Below The Line is where one sees the Blame Game, where the focus is on why results are unachievable

The Line

Above The Line is where attention focuses on things that can be controlled by taking the initiative to identify and implement solutions

The transition to accountability is not an event, but a process

The Journey

What are some things that you will do differently or be more aware of, based on our discussion

Thought Comments questions

The Beginning