Eric Foster presented on building cultures of accountability and motivation. He discussed how accountability and motivation have a symbiotic relationship, with one driving the other. He was taught the importance of accountability by his family and applies this in his professional leadership. Foster outlined four core values for building individual and collective accountability and motivation: 1) setting clear performance metrics and review processes, 2) leading by example and recognizing achievements, 3) fostering open communication, and 4) conducting continuous evaluation and improvement. Accountability is an underused but powerful tool for creating motivation when used to establish expectations that drive teams to exceed goals.

1. BUILDING CULTURES OF GROWTH AND
ACHIEVEMENT
ACCOUNTABILITY AND MOTIVATION
PRESENTER Eric Foster
DATE – 5/2/2017

2. ACCOUNTABILITY & MOTIVATION
In childhood, I was taught how being accountable is the stable of life and development. Both sides of my
family set a standard of conduct, behavior and expectation that reached back multiple generations. This
focus on accountability and expectation achieved a consistent standard of success and accomplishment
(multiple successful business owners, non-profit and corporate professionals, college graduation being
the norm, stable families, etc.).
As my paternal grandfather would say, the outcome of motivation was new expectations and
measures of accountability and those measures of accountability would drive your motivation to
exceed the new expectations.

3. ACCOUNTABILITY & MOTIVATION
What I took from this and similar family lessons was that accountability and
motivation existed as in a symbiotic mutualistic relationship. One could not exist
separate of the other, and both equally balanced to develop and exceed. I have
taken this life education into my professional platform and leadership model for
my teams. We must set standards of accountability, which provides the platform
for positive and corrective motivation tools to meet and exceed those
accountability measures. Once exceeded, we can set new standards of
accountability and continue the upward growth of team members.

4. Continuous
Evaluation
Visible
Demonstration
Practical
Realization
Collaborative
Communication
THE CORE VALUES
The four keys to building
individual and collective
accountability and motivation

5. • What are my team’s individual
and collective key performance
measures?
• As their manager/leader, what are
my key performance measures
governing their performance?
• Do we mutually understand them
and the inter-relationship
between both?
Setting clear understandable performance metrics with the
related schedule of updates and coaching sessions to review
positive and negative performance outcomes.
PRACTICAL REALIZATION – THE DEFINITION OF AND
ESTABLISHMENT OF KEY PERFORMANCE INDICATORS
Where there is no vision,
the people perish. —
Proverbs 29:18

6. VISIBLE DEMONSTRATION – WE ARE ALL IN THIS TOGETHER.
WE SUCCEED OR FAIL AS A TEAM
"The first responsibility of a leader is to define reality. The last is to say
thank you. In between, the leader is a servant."
— Max DePree
•
Personal demonstration of performance dedication – focusing on
outcomes, driving towards solutions and calm responses to crisis.
• Collective and individual recognition of performance above the
standards of accountability – never leaving exception work go un-
noticed or lack of promotion of team accomplishments.
• Corrective action to change negative outcomes – all will be held
accountable for their actions, from myself to each member of the staff.
"You must be the change you wish to see in the world."
Mahatma Gandhi

7. COLLABORATIVE COMMUNICATION – CLEAR,
CONSISTENT AND CONSTANT COMMUNICATION BETWEEN
MYSELF AND MY TEAM AND WITHIN OUR TEAM
• Learning my team, their personal and professional
goals and their life commitments
• Communicating my journey professionally and
what can be of value in their career paths from my
experiences.
• Building activities and communication channels to
build support, cohesion and respect among my
team.
• Ensuring that my team has the ability to
communicate suggestions, process improvement
strategies and evaluation feedback so they know
that their voice is valued and critical.
Personal
communication
Intra-team
communications
Opening self to the
team
Reciprocation

8. CONTINUOUS EVALUATION – THE FINAL STEP, BENCHMARK, ENHANCE
AND REFINE ACCOUNTABILITY AND MOTIVATION STRATEGIES
• Behavioral and functional performance assessment.
• Evaluation of team members’ performance
• Coaching
• Functional and Conceptual Development
• Continuous Communication
• Reciprocation

9. ACCOUNTABILITY IS AN UNEXPECTED BUT POWERFUL TOOL FOR
MOTIVATION
Many talk about the terms of accountability and motivation.
Accountability is one of the most misunderstood and under-used
strategies for creating successful organizations. Motivation is hoped for
and often not planned to happen.
If you want to build a motivating culture that breeds success, invest in
tangible actions to build a symbiotic culture of motivation and
accountability.