By Center for Creative Leadership (CCL), Henry Browning

ISBN-10: 1118353021

ISBN-13: 9781118353028

More and extra managerial demanding situations require leaders to be accountable-to take initiative with no need complete authority for the method or the results. responsibility is going past accountability. while accountability is usually delegated by way of the boss, the association, or by means of advantage of place, responsibility is having an intrinsic feel of possession of the duty and the willingness to stand the results that include good fortune or failure. via this guidebook you are going to learn the way your company and its leaders can create a tradition that fosters responsibility via concentrating on 5 components: help, freedom, info, assets, and target and function clarity.

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Extra info for Accountability. Taking Ownership of Your Responsibility

Sample text

But accountability is often difficult to define for organizations and even more difficult to articulate to those being developed within a talent pipeline. This guidebook is designed to provide a language and practical tools for developing norms and a culture of accountability in your team, group, or organization. For the purposes of this guidebook, it is important that some distinctions be made between the terms accountability and responsibility. Often the literature uses these words interchangeably.

The scale ranges from 1 (not very descriptive of us) to 5 (very descriptive of us). ___ 1. We are specific and clear about roles, team leadership, and individual ownership in a way that eases confusion. ___ 2. People have a sense of ownership for the results of their team. ___ 3. We face squarely what went right and what did not, and why. ___ 4. When things don’t go right, we don’t hear denial, blaming, excuses, and scapegoating. ___ 5. The team leader is held accountable for the results of the team, even when results fall short of rising expectations.

To achieve this type of engagement, individuals usually need to know that what they do contributes to important work and that they have some freedom to apply their natural intellect to achieve positive outcomes. They also need to see that the tasks they do and the actions they take are aligned with the organization’s mission, vision, strategy, and goals. Empowered employees make their own decisions with regard to their tasks. Once employees are engaged and their actions are aligned with the organization’s interests, enhancing their decision-making abilities coupled with confidence-building opportunities lead to empowerment.

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Accountability. Taking Ownership of Your Responsibility by Center for Creative Leadership (CCL), Henry Browning

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