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Accountability, responsibility & ownership
 

Accountability, responsibility & ownership

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A framework of Accountability and Responsibility as the foundation of high performing teams.

A framework of Accountability and Responsibility as the foundation of high performing teams.

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    Accountability, responsibility & ownership Accountability, responsibility & ownership Presentation Transcript

    • working in an AROculture
    • 3 domains
      PERSONAL
      ACCOUNTABILITY
      MUTUAL
      RESPONSIBILITY
      SHARED
      OWNERSHIP
    • about …
      delivery
      control
      personal
      ACCOUNTABILITY
      collaboration
      RESPONSIBILITY
      mutual
      influence
      unity
      shared
      solidarity
      OWNERSHIP
    • initiative
      leadership
      DEGREE OF CONTROL
      WHO IS US?
    • personal accountability
      I have the control levers
      Defines the decisions that are ultimately mine
      Is the set of things my boss will hold me to and for which I am employed.
      ‘I assure you’ rather than ‘trust me’
      Included in my performance agreement
      This defines what is important or central in my work. I do not have to be asked to go here … it is my job to be here.
      Expect others to come here when your behaviour has an impact on an arena for which they are accountable, or when there is overlap with an arena for which they have shared responsibility.
    • mutual responsibility
      I have the responsibility to influence
      Anything that is impacted by my behaviour or my decisions is within my influence
      Will include cultural and environmental dimensions, and will therefore be a significant component of my performance review conversation
      Someone must be accountable, but I have the responsibility to give input, state my case, and ensure alignment with my arena of accountability
      Go here when invited or when it impacts an arena for which I am accountable.
      Remember that this patch may be an arena that someone else is ultimately accountable
    • shared ownership
      Solidarity, who is ‘we’?
      The domain that falls outside the sphere of my influence, but that remains part of the whole of which I am a part
      As broad as possible
      All that sits under the strategic plan, that wears our brand
      Go here when the brand or the ‘whole’ is threatened
      Be careful because others will know more than you
    • Behaviour in an ARO culture is …
      Focused and targeted, not scattered
      Project rather then role or position oriented
      Disciplined
      High performance
      Communication is
      Entrepreneurial rather than beaurocratic
      Transparent: knowledge and power is necessarily shared
      Robust and often difficult because there is lots of grey in the shared responsibility domain
    • Key vulnerabilities in an ARO culture …
      ACCOUNTABILITY
      Lack of clarity
      Excuses
      REPONSIBILITY
      No one accountable
      Lack of systems thinking
      OWNERSHIP
      fragmentation
    • Key vulnerabilities in an ARO culture …
      competency creep:
      Supplementing my accountabilities with personal competency and preference
      Disempowers those who have accountability in arena of competency creep
      Makes me busier
      Indicates a local rather than organisational view … has cascading impact on other teams/departments
      Requires trust in other’s ability to deliver according to their accountabilities