By Greg Bustin
Accountability is among the largest demanding situations company leaders face, however it is also probably the most vital elements resulting in good fortune. This groundbreaking publication explains why and how.
Top company advisor and speaker Greg Bustin has committed a profession to operating with CEOs and the management groups of businesses in this an important subject. during the last 5 years, he has interviewed and surveyed greater than 3,200 executives round the world—from such well-liked businesses as Marriott, box shop, Ernst & younger, Sony, Herman Miller, Nucor, and Southwest Airlines—to know the way high-performing organisations effectively create and maintain a tradition of function, belief, and achievement. alongside the best way, Bustin built a collection of management instruments that may elevate responsibility and force good fortune for any kind of organization.
Accountability will rework how you deal with, preserve, and inspire your self, your workforce, and, finally, your...
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Extra info for Accountability. The Key to Driving a High-Performance Culture
I called the meeting with my former mentor, and I delivered the news that, as of today, we were finished as partners. It didn’t need to end this way. WE ARE OUR WORST ENEMY As leaders, we get the behavior we tolerate. When it comes to holding people accountable, we are often our own worst enemy. We accept excuses that sound logical even when we know better. We allow emotions to cloud our decision making. We delay having a conversation with an underperformer because it’s easier to avoid a difficult conversation than having one.
His performance will improve with time. Talent We don’t have the right people. We don’t have enough people. We don’t have enough of the right people. The people on our team can’t think for themselves. He let me down. These people don’t report to me, so I have no control on work product. I didn’t know I was allowed to make that decision. I didn’t understand the assignment. It wasn’t my job. The changes we made are preventing me from getting things done. My team won’t like me if I confront their performance issues.
More freedom. More personal satisfaction. More of the good life. Their natural abilities and persistence to succeed help make them winners on a certain scale. As their responsibility grows, some leaders gradually discover they are working harder than ever. They may have some nice grown-up toys and are still in charge, but they often find they spend more time away from their personal pursuits of happiness than they would like. Or that the work they are doing is no longer fulfilling. Unexpected personal challenges may surface.