A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832

1. How Great Leaders Drive Results
2014 The Forum Corporation
Via Employee Engagement and Accountability

2. When we Last Spoke
We Shared Some Insights on Engagement, Specifically Discretionary
Effort and We Answered 3 Main Questions:
Why is Engagement Important
How Engaged are Employees Today
What Factors Contribute to a Highly Engaged Workforce
Forum Believes that Engagement is Strongly Influenced By:
Perceived Work Environment (Climate)
Trust
Employee Engagement Needs
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3. Agenda
Share Interesting Highlights of our “August Pulse” Survey
30%
22%
23%
25%
Provide an Update on What’s New in Engagement
Reveal Insights that Identify How we can Better Support our Leaders
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Individual Contributor
First-Line Manager
Mid-Level Manager
Executive

4. Questions we’ll Answer Today
What did our “August Pulse” Survey tell us About Engagement?
What is Accountability?
Why is Accountability Important?
How Accountable are Leaders Today?
Does Engagement + Accountability Performance that Matters?
How can We Help Leaders Become Great?
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5. What Great Leaders Do
Create a Culture of
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Engagement
Accountability

6. What did Our Latest Survey
Tell us About Engagement?
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7. Engagement
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8. Engagement
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9. Engagement
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10. What’s the Status?
According to Our 2014 “August Pulse” Survey*
Highly Engaged Employees = 22.3%
We saw Similar Results from Other Recent Surveys**
US – 26.9%
Europe – 12.8%
Australia/New Zealand – 16.9
Asia – 13.6
*Based on 421 participants
**Corporate Executive Board, Q4 2012
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11. Story – Performance that Matters
Engagement
Going Beyond the Call of
Duty to Get a Result
Accountability
Doing the Right Thing in
Challenging Circumstances
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12. Engagement Accountability in Action
Today’s Marketplace = Intense Pressure to Innovate
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13. Engagement Accountability in Action
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14. Engagement Accountability in Action
CEO
“We need to
redo this!”
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Head of Design
Manufacturing
Mid Level Manager
“I agree with you.
We could have
done better.”
“This is not a world
class product”

15. Engagement Accountability in Action
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16. Story – Performance that Matters
Engagement
Going Beyond the Call of
Duty to Get a Result
Accountability
Doing the Right Thing in
Challenging Circumstances
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17. Polling Question
What percentage of your organization is both highly engaged and
accountable?
– Less than 10%
– Between 10-30%
– Between 31-50%
– Between 51-70-%
– More than 71%
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18. Do we need a New Formula?
Engagement + Accountability Performance that Matters?
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19. What is Accountability?
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20. Accountability - Definition
Doing the Right
Thing in Challenging
Circumstances
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21. Why is Accountability
Important?
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22. Why Accountability Matters
Driving Strategic Initiatives Successfully Depends on it*
Key Success Factors:
– Continuous Improvement during Implementation Phase
Devising Executing Alternative Plans when Needed
– Achieving Maintaining Clarity
Procedures for Getting the Work Done
Performance Goals that Focus Individual Effort
Feedback: “How I am doing”
Excerpt from *Implementing change with Impact, 2014 McKinsey report
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23. Accountability Personal Performance
• Clear Expectations
• Admitting Mistakes
• Getting Support
0 20 40 60 80 100
Clarifying expectations
Admitting mistake despite risk
Getting support for needed abilities and
resources
Addressing commitment I did not keep
Getting others to accept accountability
Getting others to honor a commitment
they have not kept
Advocating a point of view others
disagree with
Disagreeing with others and preserving
relationships
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Two-Thirds
Indicate:
% Selecting

24. How Accountable are
Leaders Today?
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25. Accountability Score
*Highly Accountable 65%
Very Highly
Accountable
18%
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26. Accountability Gaps by Size of Gap
0 5 10 15 20 25
Getting needed abilities and resources
Advocating for a different viewpoint
when others disagree
Getting others to accept an
accountability they disagee with
Addressing a commitment I made but
did not keep
Admitting mistakes despite the risk
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Gap

27. Managerial Accountability Gaps*
What employees say…
50% Say that they See
Leaders Model Accountable
Behavior
42% of Leaders Keep
Promises
35% Leaders Share
Information Broadly
*HBS blog, November 2012; 5,400 leaders globally
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28. Priority for Clients
Some of Our Clients Make
Accountability a Top Priority
Top Leadership Competency
Anchored to the Pursuit of
Business Ethics
Key Focus of Talent
Management Systems
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29. Culture of Accountability: Executive View
Accountability Cultures have Leaders that Set the Context
4 Leader Variables with the Strongest Influence on Accountability
Keep their Promises
Model Accountability
Ensure Clear Goals
Ensure Needed Ability Resources
As a Leader, Modeling Accountability makes it
Possible for you to Hold others Accountable
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30. Culture of Accountability Gaps
0% 10% 20% 30% 40% 50%
Ensure Needed Ability Resources
Ensure Clear Goals
Model Accountability
Keep their Promises
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Strongly Agree
Agree

31. Does Engagement +
Accountability
Performance that Matters?
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32. Are Engagement Accountability Related?
Engagement Correlates with
Culture of Accountability
3 Leader Variables with the
Strongest Influence on
Engagement
Keep their Promises
Ensure Needed Ability
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Accountability Cultures have
Leaders that Set the Context
Engagement Accountability are
Influenced by Common Drivers
Resources
Share information openly
4 Leader Variables with the
Strongest Influence on
Accountability
Keep their Promises
Model Accountability
Ensure Clear Goals
Ensure Needed Ability
Resources

33. An Interesting Observation
While Engagement Accountability were Correlated for First Line
Executive Leaders, they are Not for Middle Managers
Executive Middle Manager First Line
High
Moderate
Low
What is Going on for Middle Managers?
Strength of Relationship
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34. What Might Account for the Gap?
Engagement Levels are Not Lower…so
Could it be that Middle Managers are Caught Between…
Broad Goals and the
Means Needed to
Translate Them into
Action
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Changes in Priorities
and Resources that
Limit the Ability to
Follow-Through
Clear Goals and Having Access to Adequate
Abilities Resources Drive Accountability

35. Are we Missing an Opportunity?
Using Performance Management
Only 47% agree that their Organization use Performance Management
to Close Accountability Gaps
Using Coaching
Only 38% Agree that their Organizations use Coaching to Close
Accountability Gaps
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Use Coaching to Support
Accountability
Yes
No
Use Performance Management to
Support Accountability
Yes
No

36. How can We Help Leaders
Become Great?
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37. Implications for Action
6 Actions that Can Help the
Middle 60% Contribute Like
the Top 20%
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38. “6 for 60”
1. Establishing Clear Well-Aligned Goals
2. Addressing Differences in How Goals are to be Achieved
3. Advocating for Needed Resources Abilities
4. Admitting Mistakes to Advance Problem Solving
5. Resolving Dilemmas
6. Coaching Accountable Action
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39. Further Exploration is Needed
What Accounts for the Smaller
Relationship between Engagement
Accountability among Middle
Managers?
Are there Regional Differences?
When Managers Resolve these
Gaps, what do They Do that
Accounts for Their Success?
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40. Thank You
At Forum, we help our clients develop their leaders, managers and sales
teams to realize specific business objectives faster and more effectively.
We are proud to provide award-winning, comprehensive training
solutions backed by in-depth research to clients around the world.
Contact us: marketing@forum.com
Website: www.forum.com
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