The content in this presentation discusses key principles centered on “ACCOUNTABLE LEADERSHIP” the responsibility of leading others, and “PERSONAL LEADERSHIP ”one's ability to lead themselves. I believe that there are good learnings from this presentation that can enhance your life—both professionally and personally.

1. L E A D E R S H I P
E X C E L L E N C E
ACCOUNTABLE &
PERSONAL LEADERSHIP
AUTHORED BY:ANDRE’ HARRELL

2. The content in this presentation discusses key principles centered on
“ACCOUNTABLE LEADERSHIP” the responsibility of leading
others, and “PERSONAL LEADERSHIP ”one's ability to lead
themselves. I believe that there are good learnings from this
presentation that can enhance your life—both professionally and
personally.

3. L E A D E R S H I P E X C E L L E N C E
Objectives
• Distinguish “Personal Leadership” from “Accountable Leadership”
• Applying “Personal Leadership” to maximize personal productivity and to model self-
leadership behavior
• Understanding the components to promote “Personal Leadership” in others and even in
personal-directed teams
• Applying the method of “Accountable Leadership” to specific job competencies

4. ACCOUNTA BL E L E A DE R S HI P

5. A C C O U N TA B L E L E A D E R S H I P
Accountable Leadership:The practice of leading others to lead themselves
• The world is evolving at an unprecedented rate and information required to do a job at
peak performance is evolving with it.
• For several years, US organizations have experienced employee compliance rather than
commitment, and a focus on excellence. Recent increases in international competition
have made it all too apparent that adjustments in traditional leadership methods are
required if companies are to survive.
• Today’s leaders need their teams to develop into self-leaders because the greatest
resource is the meaningful motivation of human effort and innovative behavior.
• The Accountable Leader is one who facilitates the internal energy and potential of
people to achieve success for the organization and their team.

6. A C C O U N TA B L E L E A D E R S H I P
Accountable Leadership Keynotes
• An important measure of a leader’s own success is the success of others.
• What makes a leader successful at one level can be counterproductive at another level.
• The strength of a leader is measured by the ability to facilitate the self-leadership of
others—not the ability to bend the will of others to the leaders.
• If a person wants to lead somebody, they must first lead themself.
• The best of all leaders is the one who helps people so that, eventually, they don’t need
them.
• “Give a man a fish, and he will be fed for a day; teach a man to fish, and he will be fed
for a lifetime.”

7. A C C O U N TA B L E L E A D E R S H I P
The main objectives of “Accountable Leadership” are to stimulate and
facilitate self-leadership capability and practice and, further, to make the
“Personal Leadership” process the central target of external influence.
“Accountable Leadership”
Personal Leadership
• Personal Leadership behaviors
• Personal Task Design
• Productive Thought Patterns
Modeling
Encouragement
Goals
Reinforcement
Constructive
Reprimand
Establishing “Personal Leadership Systems

8. A C C O U N TA B L E L E A D E R S H I P
The Concepts
Antecedent
(e.g. instructions, goals, models)
Behavior
(e.g.: task performance, self-leadership
behaviors)
Consequences (e.g.: contingent reward
and reprimand)
Antecedents:
An event that precedes an individual’s behavior and establishes the occasion for the behavior.
Behavior:
A target behavior that a manager wishes to concentrate on or change.
Consequences:
What happens as a result of the behavior. Using rewards to reinforce positive self-leadership is
an essential part of the “Accountable Leadership” approach.

9. PER S ONA L L E A DE R S HI P

10. P E R S O N A L L E A D E R S H I P
Personal Leadership: Recognizing it
• All control over persons is ultimately self-imposed. A company’s standards will not
significantly influence their employee's behavior if they are not accepted.
This suggests that an effective leader must successfully influence the way people influence
themselves.
EXAMPLE: CORPORATE CONTROL SYSTEM
Organizational Standards
and Expectations
Organizational Evaluations
and Appraisals
Organizational Rewards
and Punishments
PERSONAL CONTROL SYSTEM
Self-Standards and
Expectations
Behavior/
Performance
Self-Evaluations and
Appraisals
Self-Rewards and
Punishments

11. P E R S O N A L L E A D E R S H I P
Behavior Strategies To Influence Ourselves
• If people lead themselves, is the person leading them really leading at all? Yes, although
specific leader behaviors are quite different.
There are three basic assumptions underlying the ideas of “Personal Leadership”:
• Everyone practices Personal Leadership to some degree, but not everyone is an effective
self-leader.
• Effective Personal Leadership can be learned and thus is not restricted to people we
intuitively describe as being born “self starters”“self-directed” or “self motivated.”
• Personal Leadership is relevant to executives, managers, and non-managers. It is relevant
to anyone who works.

12. P E R S O N A L L E A D E R S H I P
Personal Leadership (2 Types)
1. Behavioral-Focused (Behavior and Action)
• Self-Set Goals
• Management of Cues
• Rehearsal
• Self-Observation
• Self-Administered Rewards
• Self-Administered Punishment
2. Cognitive-Focused (Thinking and Feeling)
• Building Natural Rewards into Tasks
• Focusing Thinking on Natural Rewards
• Establishing Constructive Thought Patterns

13. P E R S O N A L L E A D E R S H I P
Behavior Strategies To Influence Ourselves
Self-Set Goals
By establishing goals for both immediate work tasks and longer-term career achievements, an
employee establishes self-directions and priorities.
Example of Short-Term Goal
If a person knows they talk too much, limiting personal conversations to 40minutes per day
might be a reasonable self-imposed goal
Example of Long-Term Goal
Taking an MBA course at night that leads toward career advancement
“Every three months, each manager sits down…to chart his goals for the next term….The manager puts them in
writing….There’s something about putting your thoughts on paper that forces you to get down to specifics. That
way it’s harder to deceive yourself – or anybody else.”
--- Lee Iacocca

14. P E R S O N A L L E A D E R S H I P
Behavior Strategies To Influence Ourselves
Rehearsal
• Rehearsal or practice is a useful antecedent self-leadership strategy. Much like you would
practice at golf, tennis, piano, etc, you need to practice self-leadership.
• Thinking through and practicing important tasks before they are done can contribute
significantly to performance.
• Examples:
• Mental rehearsal before calling on clients
• Verbal rehearsal of a crucial presentation
• Practicing the sensitive parts of an employee’s review
• Role playing a Client interaction

15. P E R S O N A L L E A D E R S H I P
Behavior Strategies To Influence Ourselves
Self-Observation: Consequences of Work Performance
Self-observation focuses on the consequences of work performance – after performing a task.
First, you need information on how well the task has been done. By observing what leads to
desirable and undesirable behavior, an employee can discover what needs to change and some
cues on how to go about it.
Sample Action Resulting from Self-Observation:
Observation: Employee dissatisfied with own work.
Action: Observe and briefly record on a notepad nonproductive behaviors. These could
include informal conversations, unnecessary busy work and so on. Keep a record of
frequency and duration of these behaviors and the events that distracted more productive
efforts.

16. P E R S O N A L L E A D E R S H I P
Behavior Strategies To Influence Ourselves
Self-Observation: Consequences of Work Performance
Self-observation focuses on the consequences of work performance – after performing a task.
First, you need information on how well the task has been done. By observing what leads to
desirable and undesirable behavior, an employee can discover what needs to change and some
cues on how to go about it.
Sample Action Resulting from Self-Observation:
Observation: Employee dissatisfied with own work.
Action: Observe and briefly record on a notepad nonproductive behaviors. These could
include informal conversations, unnecessary busy work and so on. Keep a record of
frequency and duration of these behaviors and the events that distracted more productive
efforts.

17. P E R S O N A L L E A D E R S H I P
Behavior Strategies To Influence Ourselves
Self-Administered Rewards
• What is received in return for effort is an important factor in determining the motivation
and the choosing of future activities. Self-administered rewards can be an especially
powerful strategy in motivating employees to do tasks they find difficult or unappealing.
Self administered rewards can be:
• Concrete and physical (eg, a nice dinner out)
• Private, mental creations (eg, imagining a vacation accrued by successful work efforts)
• Administered by withholding something until a particular task has been accomplished (eg,
putting off the vacation until a challenge is completed)
Self administered rewards are just as important as organizational rewards and can help
sustain motivation and effort.

18. P E R S O N A L L E A D E R S H I P
Behavior Strategies To Influence Ourselves
Self-Administered Punishments
Self administered punishment can also be part of the process, although generally not effective. Most
self punishment is mental in nature.
A mild degree of self-administered punishment can sometimes be useful, but excessive or
habitual punishment can undermine motivation and effort.
• Study the failure
• Learn from it
• Refocus energy on feeling good about accomplishments
Mistakes are a part of life; you can’t avoid them.All you can hope is that they won’t be too
expensive and that you don’t make the same mistake twice.
Being too lenient can be a problem as well.There are times when a good self-scolding is
appropriate.

19. P E R S O N A L L E A D E R S H I P
The way a person cognitively perceives and process information about work has a
considerable impact on self-leadership.
Three Key Strategies:
• Building natural rewards into tasks
• Focused thinking on natural rewards
• Establishing constructive thought patterns
• How to use natural rewards that derive from the task itself to generate constructive thinking
and feelings about one’s own effort
• How individuals can develop productive patterns of thought.

20. P E R S O N A L L E A D E R S H I P
Behavior Strategies To Influence Ourselves
Building Natural Rewards into Tasks
Work has at least some degree of latitude. Most work can be enjoyed and performed with
commitment, not just compliance, when the right approach is encouraged and accepted.The
right approach usually involves seeking out and facilitating the natural rewards of tasks.A
natural reward is so closely tied to a given task or activity that the two cannot be separated.
Tasks that promote constructive and positive thoughts and feelings about work contain three
types:
• A sense of competence
• A sense of self-control
• A sense of purpose

21. P E R S O N A L L E A D E R S H I P
Behavior Strategies To Influence Ourselves
Self-Redesign of Tasks
• Building more naturally enjoyable features into our tasks
• Making the naturally rewarding aspects of work the focus of thinking about our own jobs.
Identify aspects of tasks that are naturally enjoyable and increase these as much as is
reasonably possible.Take on small chunks of greater and greater responsibility over time.
Gradually, your initiatives will become obvious.
Example strategies for making job more naturally enjoyable:
• Hold a meeting at a pleasant off-site location
• Schedule meetings face to face if you prefer personal interaction
• Schedule important tasks in the AM if you are a morning person

22. P E R S O N A L L E A D E R S H I P
Behavior Strategies To Influence Ourselves
Establishing Constructive Thought Patterns
The challenge is to manage habitual thought patterns in such a way that personal
effectiveness in work and life in general is increased.
Managing Beliefs “Our expectancies not only affect how we see reality but also affect the
reality itself”
Research shows that positive expectations enhance the probability of actually doing it and
negative expectations decrease the probability.
Imagined Experience “A man is what he thinks about all day long”
Mental images of the world, such as the visions of likely outcomes to problems, can influence
subsequent actions and orientation toward work and life.

23. T HE F UNDA MENTA L S

24. A C C O U N TA B L E L E A D E R S H I P
The Process
Few people are capable of “perfect” Personal Leadership the moment they start a job.
• How can Accountable Leaders guide followers to discover their own potential?
• How can Accountable Leaders help their followers to become positive and effective
Personal Leaders?
An “Accountable Leader” must provide:
• Orientation
• Guidance
• Direction
The Process:
• Initial Modeling
• Guided Participation
• Gradual Development of Self-Leadership

25. A C C O U N TA B L E L E A D E R S H I P
Modeling
Even if unintentional, the Account Leader’s self-leadership behavior inevitably
serves as a model to subordinates.Therefore, the first step in teaching Personal
Leadership is to practice Personal Leadership.This means practicing behavioral
and cognitive Personal Leadership and doing so in a vivid and recognizable
manner that can serve as a model for others. Others will tend to adopt the
standards they observe in exemplary models and then evaluate their
performance against those standards.

26. A C C O U N TA B L E L E A D E R S H I P
Modeling
Mechanisms of Modeling
• Attention:An observer must first give attention to the key behaviors of the model.
• Retention: Once the behavior is observed, the learner will generally need to repeat or
rehearse the what was observed for retention to occur.
• Motivation: Performance is not likely to occur without proper motivation or if there
aren’t any incentives to be self-leaders.
Checklist
• Capture the attention of others by being a credible example of self-leadership yourself.
• Facilitate the retention of modeled Personal Leadership behaviors. Encourage others to
rehearse Personal Leadership behavior.
• Facilitate behavioral reproduction of Personal Leadership by providing opportunities and
encourage others to use Personal Leadership behavior when appropriate.

27. A C C O U N TA B L E L E A D E R S H I P
Verbal behavior of Accountable Leaders is critical. Ignite the Personal
Leadership flame in others by using directed questions.The aim is to give the
individual practice in thinking about and then implementing Personal
Leadership behaviors.
Facilitating… Sample Questions
Self Observation • “Do you know how well you are doing?”
• “How about keeping a record of how many times that happened?”
Self-Set Goals
• “When do you want to have it finished?”
• “How many will you shoot for?”
• “What will your target be?”
Self-Reinforcement
• “How do you think you did?”
• “Are you pleased with the way it went?”
Rehearsal
• “Why don’t you try it out?”
• “Let’s practice that”?
Cognitive-Focused Goals
• “How do you like your job?”
• “Have you thought about trying different work methods that you might enjoy more?”
• What opportunities do you see in the current problem you face?”

28. A C C O U N TA B L E L E A D E R S H I P
Gradual Development of Personal Leadership
• In order to affect the Gradual Development of Personal Leadership,Accountable Leaders
must change their reinforcing functions and patterns as the subordinate becomes more and
more capable of Personal Leadership.
• With time, reinforcement shifts from the performance-related behaviors associated with an
individual task to the process of Personal Leadership itself.
• The primary function of the Accountable Leader is to encourage, guide, and reinforce
Personal Leadership behaviors and thought patterns rather than directly providing
instructions and reinforcing performance.
• In this phase, it is critical to provide social reinforcement when Personal Leadership
behaviors occur.This will allow you to establish a culture in which your team supports and
believes in Personal Leadership.

29. A C C O U N TA B L E L E A D E R S H I P
Caution Areas
Implementation:
Be sure to spell out Personal Leadership behaviors and strategies initially until Personal
Leadership has been adopted.Attempts to encourage self-leadership can fail because of vague
instructions or expectations.
Appropriateness:
Relying on self-leadership is not always appropriate.To determine appropriateness, you must
look at three key factors:
Key Factors Parameters for Appropriateness
The Nature of the Task
- The problem is unstructured. Information is need from the team member
- Solutions must be accepted by team members to ensure implementation
Availability of Time
- You are not in a crisis
- If a team member is likely to encounter a similar crisis in the future, training may be appropriate then.
Team Member’s Development
- Team member’s eagerness
- Team member’s capacity for self-leadership

30. A C C O U N TA B L E L E A D E R S H I P
Accountable Leadership Framework
An Accountable Leader follows a straightforward, underlying theme: shifting team members
from dependence to independence.The goal is to improve the bottom line while benefiting the
team:
• Modeling self-leadership
• Facilitating self-goals and productive thought patterns
• Reinforcing self-leadership
• Reprimanding constructively, with an emphasis on self-leadership
• Facilitating cultures that foster self-leadership
• Designing sociotechnical systems and teams In order to affect the Gradual Development
of Personal Leadership,Accountable Leaders

31. A C C O U N TA B L E L E A D E R S H I P
Goal Setting
Goal setting is one of the most important antecedents to Personal Leadership and serves to
focus team attention and energy and ultimately, improve performance.
Goal Specificity
• The more specific the goal, the better.The following are three categories of objectives,
although the mix depends on the nature of the job.
• Quantitative: Refers to measurable standard against which results will be checked and
against a specific time span or time deadline.These objectives are end-result oriented.
• Qualitative: Refers to whether an event has occurred or not by a specific deadline.These
objectives are activity or project oriented.
• Personal Development: Refers to the development skills of individual rather than to the
goals of the job itself.These objectives are typically activity oriented and can have a
special focus on the development of Personal Leadership skills.

32. A C C O U N TA B L E L E A D E R S H I P
Punishment
Punishment, while never pleasant, can be made into a valuable learning experience if
administered correctly by the Accountable Leader.
Use as a ”Learning Experience”:
• When a manager practices regular, positive reinforcement, the use of an occasional
deserved punishment can be quite effective.
• It is always important to let an employee know specifically what is expected.
• Reprimand should follow the occurrence of the undesired target behavior as immediately
as possible.
• Reprimand should be tied directly and obviously to the particular undesirable target
behavior.
• Focus on Behaviors, not the Person

33. A C C O U N TA B L E L E A D E R S H I P
Conclusion
“Accountable Leadership is a process that can be learned”
• Principled Negotiation organizes what you already know and puts it in a framework.
• Practice is required.
• It’s not about winning.
• The thrill is in the skill.
Leading others to lead themselves is the key to tapping the intelligence, the spirit, the creativity,
the commitment, and, most of all, the tremendous unique potential of everyone.

34. T H A N K YO U !
André Harrell
AH2 MANAGEMENT