This document discusses accountability in the workplace. It defines accountability as taking responsibility and being answerable for one's actions. It emphasizes that accountability starts with the individual and discusses how to develop a culture of accountability through personal accountability training. This training helps employees understand why accountability is important, identify their role, and encourage them to reexamine their attitudes and actions. The document provides tips for how to be accountable, including setting clear expectations, owning outcomes, solving problems, and following through on commitments.

1. Accountability at the workplace
“ You cannot escape the responsibility
of tomorrow by evading it today”.
- Abraham Lincoln

2. Accountability starts with YOU!
"We are accountable for our
decisions in our personal life, so
why shouldn't we be just as
accountable in our work life."

3. Objectives
• Questions that focus on accountability and action
• Taking ownership of problems and situations.
• The idea of accepting responsibility for our own
actions, (personal accountability)
• Linking your success to qualities associated with
accountable employees
• Achieving Organizational goals through personal
accountability

4. 2012 Summit - Common Problems Cited By Managers
• I need a better way of
setting goals for
employees.
• I need a better way of
holding employees
accountable for
achieving goals.
• I want to hire the right
people & fire the
wrong people.

5. So why are we here?
• Develop skills
• Accept responsibility
• Retain talent
• Productivity, performance, and less turnover

6. 1 2
3 4
Role Job
Responsibility Accountability

7. • The main difference between responsibility
and accountability is that responsibility can be
shared while accountability cannot. Being
accountable means being not only responsible
for something but also ultimately answerable
for your actions.
• Also, accountability is something you hold a
person to only after a task is done or not
done. Responsibility can be before and/or
after the task.

8. It took me some time to have clear appreciation of
the distinction between Accountability,
and Responsibility.
The fundamental point this discussion is
attempting to address is the question of “when
and where does the buck stop?”. And more
specifically, should any issues arise during the
course of a project delivery, is it the project
manager who is by default the one who needs to
pay the ultimate price for the failure or is this
issue a bit more complicated than that?

9. • Let’s examine the following simple scenario:
• You manage a large integration project involving 10
different technology groups. Clearly you can’t be
intimately familiar and hands-on with each and every
aspect of the integration process. Obviously, like
many other project managers you heroically claim
that everything that happens in your project is your
responsibility, but is this really the case? Is there a
point until which things might happen under your
watch for which you could not and would not take
the responsibility?
• So what is the difference between Accountability and
Responsibility?

10. • Managers and supervisors are not accountable for everything in their
organization. Responsibility charting ensures accountability is placed with the
person who really can be accountable for specific work. Often this results in
accountabilities for actions being moved down to the most appropriate level.
• This is an important point. Accountability does not necessarily live at the very
top but rather it is positioned at the most appropriate level, with the person
who can be accountable for the work.
• The Accountable person is the individual who is ultimately answerable for the
activity or decision. This includes “yes” or “no” authority and veto power. Only
one Accountable person can be assigned to an action.
• The Responsible person is the individual(s) who actually complete the task.
The Responsible person is responsible for action/implementation.
Responsibility can be shared. The degree of responsibility is determined by
the individual with the “Accountability”.
• Blame games and apportioning of faults can only thrive in an environment
where it has never been clear who is responsible and who is accountable. If
these are not properly communicated there’s a good chance it is you, the
project manager, who will be asked to respond to the “please explain” note
from the project sponsor.
• Think about it!

11. Personal Accountability Training
• Personal accountability
training is an effective
way to shift the
corporate mindset to
one of responsibility,
empowerment and
accountability

12. Purpose of personal accountability training
• Help employees understand the importance of
accountability
• Identify why the organization values
accountable employees
• Discuss each individual's role in the process,
and
• Encourage employees to reexamine their
attitudes and actions.

13. EMPOWERMENT
• Responsibility — employees accepting the
power being given to them and the obligation
to perform
• Accountability — reports back on accepted
responsibility
– Employees are accountable to perform their best
to:
• Each other
• Bosses
• Customers
• Investors

14. PERSONAL ACCOUNTABILITY
• Each employee must take personal
responsibility for his or her performance
– Be on time
– Do not take sick leave when well
– Do what is expected
– During work hours, work
• Not being accountable to your coworkers leads
to poor workplace relationships

15. COLLEAGUES
• Be friendly and respectful to all
• Be cautious
– Do not base friendships on work-related issues
– When close work friendships occur, others assume
favoritism
• When personal friendships go sour, it will affect
workplace performance
– Awkward for both parties

16. OTHERS WITHIN THE ORGANIZATION
• Network with others within the organization
• Keep all interactions positive and respectful
• Defend all employees
• Corporate (organizational) culture: the
company’s personality reflected through its
employees’ behavior
• Employee morale: the attitude employees
have toward the company

17. WHEN RELATIONSHIPS TURN NEGATIVE
1. If you harmed the other person (intentionally or unintentionally),
apologize immediately.
2. If apology is accepted, demonstrate regret by changing your
behavior.
3. If apology is not accepted, move on and demonstrate regret by
changing (improving) your behavior.
4. If the relationship is lost, do not hold a grudge; continue being
polite, respectful, and professional to the offended co-worker.
5. If your offended co-worker acts rudely or inappropriately, do not
retaliate by returning the poor behavior; respond with kindness.
6. If rude and inappropriate behavior impacts performance or is
hostile or harassing, document the situation and inform boss

18. DATING AT WORK
• Many companies discourage co-workers from dating
each other
• Dating your boss is highly inappropriate
• Use caution when dating vendors/customers
• You are representing the company 24/7
• Do not share confidential information
• Do not speak poorly of company/co-workers
• It is best to keep your romantic life separate from work

19. SOCIALIZING
• Picnics and other celebrations
• Some enjoy social functions; others do not
• It is rude to not attend/acknowledge functions taking
place at the workplace
– Stop by, even briefly, to send regards
• Attendance at work-related social events occurring
outside of the worksite is optional
• Use caution when alcohol is being served
– It is best to refrain from alcohol

20. SHARED WORK AREAS
• Cubicles and open work areas
• Respect privacy of each workspace as if it were an
individual office
• In shared work areas avoid:
– Loud noises
– Smells
– Distractions that interrupt or annoy others
• Stand at entrance to work area and wait for
invitation to enter work area
• Do not take or use items without permission

21. TALK IT OUT
What are common distractions
that employees should avoid
doing in a common work area?

22. BREAKS AND THE BREAK ROOM
• Contribute to community coffee/snack fund if
you partake
• Do not eat others’ food being stored in the
refrigerator
• Throw out your unused or spoiled food at the
end of each workweek
• Clean up after yourself
• Leave things clean for the next person

23. MISCELLANEOUS WORKPLACE ISSUES
• Use caution when fundraising to co-workers
• Gift-giving is not required
– Give discretely if you choose to give
• Group gifts for Boss’s Day or Secretary’s Day are common
– Not mandatory to give
– If you decline to participate, no negative comments
• If you receive a gift, immediately send a thank-you note
• Good employees take ownership of common work areas
• Practice common courtesy
– Refill empty coffee pot
– Refill copy machine when low on paper
• When office machine is jammed, do not leave problem for
someone else to solve
– If unable to solve, alert someone who can fix the problem

24. The Element of Change and Continuous Improvement
• Why do we have to go through all
of this change?
• How can I adapt to the changing
world around me?

25. Accountability
• What is accountability?
• How do you feel when someone holds you
accountable?

26. Defining the word “ Accountability”
• The basis for having an environment of trust, support and
dedication to excellence.
• Being able to count on each other for support and reliability.
• Additional work is produced when one fails to keep their
commitment to be accountable.
• Accountable and committed people keep work load
frustration down and team work positive and up!

27. Potential of Accountable People
Accountability is NOT an option; It’s a Necessity!!
• Accomplish their tasks
with an outcome in half
the amount of time
expected.
• Everyone must
participate and make the
commitment in order to
make accountability a
success!

28. Exercise
• Think about your work space or office and write
down things that:
– cause you frustration
– get on your nerves
– make you downright angry

29. How did your actions contribute to the situation?
• Take responsibility
• Look for ways to improve the situation
• What can I do?
• How can I better ….?

30. “Who is accountable for this success?”

31. 'Accountability starts with you!'

32. Why is accountability so important?
With accountability in place, organizations have
had:
• 200% increase in profit margins
• 50% reduction in customer handling time
• 900% increase in stock price
• 80% reduction in quality-control complaints

33. How can we rephrase these using the concept of
personal accountability?
• When is that department
going to do its job?
• Why don't they
communicate better?
• Who dropped the ball?
• Why is this happening to
me?
• Why do we have to go
through all this change?
How I can support the
department’s success?
What information do I
need to communicate with
them?
How can I help improve
the situation?
What can I do to change
the results we are getting?
How can I ensure that the
changes are a success?

34. The “Blame Game”
• It was ….department.
• It wasn't my idea.
• My boss doesn't…..
• My boss interferes too much.
• It's Not my fault!
• It's not my job!
• What could I have done to make that situation better?

35. The Blame Game: “Below the line” thinking
• Wait and See
• Confusion/Tell me what to do
• It’s not my job
• Ignore/deny
• Finger pointing
• Cover your tail

36. You might be “below the line” if…
• Captive
• Lack of control
• Don’t listen to others
• Blame others
• Focus on what can’t be done
• Fail to confront issues

37. You might be “below the line” if…
• There’s nothing I can do about it.
• Someone ought to tell him.
• All we can do is wait and see.
• Just tell me what you want me to do.
• If it were me, I’d do it differently.
• Colleagues or boss bashing
• Tell how someone took advantage of you
• Pessimistic

38. Below the Line – Ignore/Deny
• Pretend it doesn’t exist
• Unaware how problem impacts them
• Choose to deny problem
• It’s not what you don’t know, it’s what you
know that just ain’t so.
--Mark Twain

39. Below the Line
It’s not my Job
• Poor service
• Passing the buck
Confusion/Tell me what to do
• Shifts accountability to someone else
Wait and See
• Problems only get worse

40. Steps to Accountability
• See it
• Own it
• Solve it
• Do it

41. See It
• Recognize those in the Blame Game
• Recognize blame ignores the problem and gets
increasingly poor results
• Acknowledge and accept reality as step in taking
accountability

42. See It: Feedback
• Ask for feedback in the right environment
• Tell them you want honest feedback
• Don’t get defensive
• Listen carefully, ask for elaboration
• Express appreciation for insight

43. Own It
• Accept full ownership of all past and present behavior
• What facts that you knew existed did you not
acknowledge?
• If you were faced the situation again, what would you do
differently?
• What were the warning signs?
• What could you have learned from previous experiences
that could have helped minimize the negative outcome?
• Can you see how your behavior and actions prevented
you from getting the results you wanted?

44. Guiding your self-assessment…
• What is the most convincing point of the “other side”
of the story?
• If you wished to warn someone in similar
circumstances not to make the same mistakes, what
would you tell them?
• What facts did you choose to ignore?
• What facts should you add to the story that you have
left out?
• What would you do differently if you faced the
situation again?

45. Solve It
• Stay engaged
• Persist
• Think Differently
• Create new linkages
• Take the initiative
• Stay conscious

46. JUST DO IT!
• Overcome circumstances
• Accept responsibility
• Achieve results

47. Mutual Accountability
• Responsibility
• Empowerment
• Ownership
• Agreement

48. Accountability Agreement
Task
Owner
Results
Deadline
It’s important that the great ideas “we” need to act on are
not lost.

49. People who are accountable
• Ask “What else can I do”?
• Ask others to ask “What else can I do”?
• Invite feedback
• Give feedback
• Observe and offer coaching proactively
• Focus on controllables

50. Taking Ownership
• Who makes the difference?

51. It’s not my job!

52. Not my job too!

53. What is taking ownership?
• Taking onus – treating the situation as your
own
• Assuming responsibility
• Taking action and following up
• Ownership could be towards an employee or a
situation
• Achieving the desired outcome

54. Benefits
• Thinking ‘big picture’ helps!
• The overall experience is smoother
• Other employees also respond mutually
• Learning for all
• Makes life easier!

55. BIG PICTURE THINKING
What comes in the place of ?
O T T F F S S ?
BIG PICTURE THINKING
• What comes in the place of ?
O T T F F S S ?

56. The Challenges of Poor Workforce Accountability
• When everything is working well, accountability is
understood and embraced in an organization.
However, when problems emerge, excuses seem to
be the acceptable alternative.
• Some of the most common signs that personal
accountability is absent includes
• blaming others,
• unrealistic expectations and
• the inability to retain high achievers.

57. Steps to Achieving Personal Accountability
• Workers must take ownership of a task and its outcome at
the time it was assigned.
• Employees must have a preexisting mindset that they can
and will get tasks accomplished.
• Once employees take responsibility, a clear agreement
must be in place between the task assigner and the task
owner.
• The agreement must clearly articulate the task, the
expected results and when it must be completed.
• Employees must be willing to take personal action to see
the results occur.
• Employees must be willing to answer for outcomes,
whether good or bad.

58. Benefits of Accountable Employees
• Personal action is taken to overcome obstacles and ensure
results are achieved
• Results are on target because the task, owner, expected results
and deadline are clear
• Individuals display a willingness to answer for the results of
their actions
• Productivity increases because employees, teams and entire
departments are more effective and individuals agree to own
tasks
• Job satisfaction improves because tasks are clearly defined and
success occurs more
• Negative events become learning events
• Workarounds and project restarts are significantly reduced

59. The 8 Elements in Accountable Organizations
1. Clear vision and priorities
2. Shared Ownership: Shared accountability for all top priorities.
3. Effective Execution: Linking people and processes to achieve high
performance.
4. Relentless Attack of poor Habits: Accountable leaders make a point to
surface and address these habits and develop new and effective
behavior.
5. Surface and Resolve Problems and Conflicts: No one should feel afraid
to be punished. Focus on where the problem lies.
6. Proactive Recovery –
Accountable organizations realize that successful people make mistakes
and learn from their experiences. Create recovery plans for mistakes.
When perfection is in demand, people tend to cover their errors and
create larger catastrophes.
7. Measure Performance Execution
8. Recognize Success!! - Ensure people feel a sense of accomplishment.

60. What is an “Accountable” Organization?
• Accountable team members ask for support
when needed and do not wait until a crisis
occurs.
• Committed team members take
responsibility for their problems within their
areas meanwhile looking for ways to develop
and maintain other areas that they personally
impact outside of their job description.

61. Everyone takes pride and
acknowledges each other for successful results!

62. • Times Of India Ad - Every Indian must see this
Video

63. Summary
At the end of this session you have understood
• Questions that focus on accountability and action
• Taking ownership of problems and situations.
• The idea of accepting responsibility for your own
actions, (personal accountability)
• Linking your success to qualities associated with
accountable employees
• Achieving Organizational goals through personal
accountability