* Are your leaders struggling to get strong performance from your people?
* Are your leaders driving results through their own efforts, not their team?
* Is your company suffering from operational breakdowns, late deliveries, low employee motivation and more?
Today’s most successful companies all have one trait in common. Their high performance organizations are driven by a strong accountability culture.
Download "The Accountable Leader" to learn the right mindset and practices to drive results in your organization.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Ownership Accountability Training for mid level staffNeetu Maltiar
A wonderful presentation on motivating mid - level staff for training on being Accountable & taking Ownership of their job, work place and improve your life by being excellent.
Building A Culture Of Ownership, Presented To The Aha Center For Healthcare G...guest1429ed
Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
Taking Ownership – How to Create a Culture of Accountability in the WorkplaceXenium HR
Want to see your organization reach its full potential? It starts with accountability. Everyone—from manager to intern—has to take ownership of their work. So how do you make it happen? In this webinar we break down the best ways to instill accountability in managers and employees, tactics for reinforcing an accountable company culture, and strategies for building effective, accountable teams.
Ownership Accountability Training for mid level staffNeetu Maltiar
A wonderful presentation on motivating mid - level staff for training on being Accountable & taking Ownership of their job, work place and improve your life by being excellent.
Building A Culture Of Ownership, Presented To The Aha Center For Healthcare G...guest1429ed
Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
Executives tend to believe that being accountable is a trait you either have or don't have by the time you enter the workforce. In other words, "It's the person." Is it possible, however, that it could also be the environment? Could executives be unwittingly creating conditions that make it harder for employees to be accountable?
How Leaders Create Accountability reveals the latest research around what levers CEO's and other executives can pull to infuse accountability into the fabric of their organization's culture to get the right behaviours, and the right results, more often.
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
Inspired by Patrick Lencioni's most recent book, The Ideal Team Player, in which he boils down all sorts of characteristics into three main virtues. These virtues are Humble, Hungry, and Smart. This SlideShare offers notes on what each of those mean and the dangers to a team when team members have an imbalance of those virtues. Of course, these are just notes – for the real deal, grab the book.
Emotional Intelligence involves our ability to recognize, understand, and utilize our emotions in a constructive manner. How much impact does this have in the workplace: a lot! Research shows it is the strongest predictor of performance and the foundation for critical leadership skills. This full-day program provides participants with a framework of the personal and social dimensions of emotional intelligence, and provides concrete strategies for applying these skills in the workplace.
King Hammurabi was the first person who not only realized the importance of balance between accountability and incentives but also defined rules and regulation for workers .His main focus was construction sector .His philosophy of accountability is relevant in todays corporate culture. Fostering the culture of accountability and responsibility is the prime job of organizational leadership.
Workplace Accountability: How Effective Managers Create a Culture of OwnershipThe Business LockerRoom
Every company would love for its employees to demonstrate accountability; to take ownership of their work. However, despite their best efforts, few companies understand what it takes to create and sustain a culture of accountability. This presentation will presents the basic components of a methodology for creating workplace accountability.
Executives tend to believe that being accountable is a trait you either have or don't have by the time you enter the workforce. In other words, "It's the person." Is it possible, however, that it could also be the environment? Could executives be unwittingly creating conditions that make it harder for employees to be accountable?
How Leaders Create Accountability reveals the latest research around what levers CEO's and other executives can pull to infuse accountability into the fabric of their organization's culture to get the right behaviours, and the right results, more often.
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
Inspired by Patrick Lencioni's most recent book, The Ideal Team Player, in which he boils down all sorts of characteristics into three main virtues. These virtues are Humble, Hungry, and Smart. This SlideShare offers notes on what each of those mean and the dangers to a team when team members have an imbalance of those virtues. Of course, these are just notes – for the real deal, grab the book.
Emotional Intelligence involves our ability to recognize, understand, and utilize our emotions in a constructive manner. How much impact does this have in the workplace: a lot! Research shows it is the strongest predictor of performance and the foundation for critical leadership skills. This full-day program provides participants with a framework of the personal and social dimensions of emotional intelligence, and provides concrete strategies for applying these skills in the workplace.
King Hammurabi was the first person who not only realized the importance of balance between accountability and incentives but also defined rules and regulation for workers .His main focus was construction sector .His philosophy of accountability is relevant in todays corporate culture. Fostering the culture of accountability and responsibility is the prime job of organizational leadership.
Workplace Accountability: How Effective Managers Create a Culture of OwnershipThe Business LockerRoom
Every company would love for its employees to demonstrate accountability; to take ownership of their work. However, despite their best efforts, few companies understand what it takes to create and sustain a culture of accountability. This presentation will presents the basic components of a methodology for creating workplace accountability.
In this presentation, Fröjd Interactive - a web agency with technical core located in Stockholm, Sweden - shares one exercise that helps you to understand your self, others & your reaction to others so much better.
A framework used by tens of thousands of successful companies worldwide, the elements of People, Execution, Sales & Cash are the elements you must master in order to increase growth & scale.
The principle of cascade planning & reverse hierarchy guarantee engagement & accountability levels that deliver repeatable results.
Revenue Growth +30 – 200%
Profitability Growth +10 – 30%
Productivity Growth +30 – 50%
Employee Engagement Growth +40 – 70%
Customer Success Growth (Net Promoter Score) +30 – 50%
It's no secret that happy, satisfied employees are a key ingredient to a successful company. But what really motivates people? Traditional thinking follows that the more you pay someone the more loyal and satisfied they are in their job.
But, the truth behind employee motivation is a more complicated mix including praise, autonomy, and leadership opportunities.
HR Summit and Expo Africa 2015 - Assessments for high performance workforceThe HR Observer
Presentation by Samantha Carr, Assessment and Business Development Consultant, MAC Assessment & Development.
Scientific and rigorous assessments have been shown to increase productivity significantly, reduce costs and grow the bottom line. Join this session to will learn how to conduct effective job analysis, structured interviews and leverage the best assessment methods for organisational excellence.
Lessons learned from working with thousands of SMB clients - Entrepreneurs Organization presentation - EO New Jersey - Oct 2014.
Management in the Digital Age
We are entering an era of “Digital Darwinism,” when society and technology is evolving faster than many companies can adapt. More specifically, it is the way we manage people that has struggled to keep pace with the rate of change. We need to reinvent management
Using Radical Transparency to drive Accountability and Engagement
Despite good intentions, most EO business leaders make the same fundamental mistake when they set goals for their people. Learn what really works and what doesn’t in terms of engaging and motivating your people, and holding them accountable for performance - based on direct observations of more than 5000 clients.
Key Performance Indicators - the right way
Research shows that 92% of companies do a poor job of measuring KPI's. Learn how to choose and track the key measures that will drive the success of your current business model, and drive the key functional areas of your company (the outcomes for this workshop are even more powerful if other members of your leadership team are present)
RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.
To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in his workshop.
Five tools for managing leadership talent: 1. Measure 2. Find 3. Engage 4. Develop and 5. Move. Practical tips from talent management at blue chip companies
Reinventing Performance Management: How to Measure Performance, Boost Employe...Snag
Sleeplessness. Stomach aches. Paralyzing fear. These are just some of the symptoms many employees experience in the days leading up to a performance review. And it’s not just your employees dreading them … even 95% of managers aren’t satisfied with their company’s performance management process.
So why do we keep up the same ole-same ole review process when no one’s happy with it? Check out our ‘Reinventing Performance Management’ presentation with our performance management experts from Reliant and Love’s Travel Stops & Country Stores to:
-- Understand why so many of today’s performance management processes are broken … and how to fix them
-- Discover how to implement a review cycle that’s both regular and meaningful
-- Learn new performance management strategies to better engage team members and drive productivity
-- Find out how to streamline the review process to save time and resources
-- Determine whether your company is guilty of “rater bias” and how to avoid it
Next-level Coaching: Breaking the Law of Limited PerformanceIntegrity Solutions
Coaching is key to helping managers achieve long-term organizational learning outcomes. But myths and misconceptions about coaching often limit managers’ effectiveness – and, ultimately, the performance of the people they should be coaching. Learn how to break the law of limited performance. Help your managers uncover their fundamental motivations for coaching, and give them the tools to develop a more productive leadership style.
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...Snag
Performance management in the service industry is no easy task. You’ve got a lot of locations and higher-than-average turnover. Keeping frontline employees engaged, while developing your best ones for future management positions is not only a top concern for most companies, but also crucial to overall business success.
Check out our ‘High-Impact Performance Management’ webinar presentation, featuring our performance management expert, Dr. Chris Wright, and Flash Foods’ Training Manager, Michelle Davis, to receive 1 credit hour toward HRCI recertification and:
– Discover the 4 secrets to develop your top performers and build your leadership bench
– Hear how Flash Foods is increasing evaluation efficiency by 75% and saving 750 hours/year
– Uncover the 6 mistakes so many companies are making in the performance management process … and how to correct them
– Understand how increasing feedback can also increase employee engagement, retention and customer service
Similar to The Accountable Leader: Developing the Right Mindset & Practices That Ignite Peak Performance (20)
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
9. Struggling to get strong performance from
employees?
Leaders driving results through own efforts?
Operational breakdowns, chaos and lack of
control?
Low employee motivation?
Eroding profits and culture?
16. Lack of leadership self-responsibility & self-
accountability
Need to be popular and liked (aka codependency)
Weak delegation skills
Focus on activities, not results & values
Systemic reasons/functional conflicts
Lack of associated rewards/consequences
Using hope as a strategy
31. It causes conflict.
It’s about blaming people.
“Who am I to tell them what to do?”
“I won’t be liked.”
“Trusting employees will get it done and
that’s enough.”
36. Primary Motivation Drivers
Pattern Strength Pitfall
Power
• Gets things done
• Takes charge
• Over control
• Can offend others
Affiliation
• Teamwork
• Cooperation
• People pleasing
• Overly influenced by
unhappy employees
Achievement
• Success oriented
• Challenges others to
stretch
• Over-drive
• Ignores needs for
employee buy-in
37. Relationship to Norms/Rules
Pattern Strength Pitfall
Assertive
• Willing to tell others
expectations
• Golden rule
• Too bossy
• Over-rigid rules
Tolerance
• Lets others do things
their way
• Honors uniqueness
• Too much autonomy
• Difficulty holding others
to same rules
48. Why delegate? (benefits)?
When/to whom and what do you delegate? (decision criteria)?
What do you believe are critical success factors in effective
delegation?
How do you delegate? (steps, communications, considerations,
etc.)
What stops you from delegating?
What do you believe are barriers to delegating from employee
perspective?
53. Focus on end results and values behaviors, not the person
Key questions: what should he/she accomplish (not do)?
What valued behaviors must he/she demonstrate?
Define success = top “x” number of performance
measurable results + valued behaviors
Provide benchmark for “A” performance
For shared accountabilities, define individual’s contribution,
plus lead/support role
Link to the hiring process and contribution management
process
59. Clarify your goals and desired outcomes
Identify “real” issues holding you back
Learn from others’ success stories
Gain outside perspective how to move
forward
Identify next steps and plan of action
To schedule:
www.EmpoweredBusiness.com/free-
leadership-edge-strategy-session
Rework
Return of defective products
Inefficiency
Workplace conflicts
Loss of valuable employees
Lost of loyal customers
Poor customer service
Rework
Return of defective products
Inefficiency
Workplace conflicts
Loss of valuable employees
Lost of loyal customers
Poor customer service
See bookmarked page about BP & accountability
Lord Browne, CEO:
“BP has not demonstrated that it has effectively held executive management and refining line managers and supervisors, both at the corporate level and at the refinery level, accountable for process safety performance at its US refineries.”
Root – early English
“Able” = liability
= liability to account”
Account for what? Words, thoughts, actions, behaviors and outcomes
Typically confused and use interchangeably
Responsibility= obligation; obliged to do
Accountability = take a count of
As company grows, leaders must work thru others, less doing themselves. Should only be personally doing (or being responsible for) a few things, yet still accountable for all of it
Leaders used to being the go to person.
What is a leader responsible for?
Develop oneself – respons. For all their thoughts, emotions, behaviors, actions
Define and get buy-in on purpose, vision, strategy and goals (and achieve them)
Define success (individually and organ)
Craft and be steward of values and culture
Develop, coach others, esp. other leaders
Inspire and motivate others to follow (ie. Lead)
Leader accountabilities – everything (yet not respons. For everything); Eg. Of difference bet. Account. & respon. With employee
Personal = personal actions; self accountability; personal decisions, behaviors, focus, etc.
Peer/team = interpersonal; joint/team goals, shared respons.; link to big picture and company goals
Organization = whole co. or function; stakeholders in bigger system, eg. Customers, other functions/staff, vendors; where responsibility breaks down; company/strategic goals; blurred lines of responsibility (promises and commitments to customers)
Collective – eg. Family first business before business first business; hero
Individual – eg., Dale, President, humble, peer, sister/brother, belief: accountability/president – dictator; couldn’t tell people what to do; fairness; consensus
seeing yourself at cause for all your outcomes in life and leadership (master of my fate; captain of my soul); rather than at effects of situations
Locus of control
High tolerance example – ace, hanging onto poor performers;
Example: Keith/quality – 5 or less returns; meeting with each team leader – their contribution; results – increased customer satisfaction
Peter Drucker: culture eats strategy for breakfast
Culture = competitive edge
Cos. Can copy products and strategies;
they can’t copy culture (eg., customer service)
Zappos, so west air.
Small Giants
Culture = personality/identity/actual collective values
MAPs
Your role – manage daily drivers of culture (people practices like hiring and coaching; behavior expectations & ; model; rewards, consequences and celebrations)
Goals = what; culture = how
Culture > values; values is foundation
Ideal culture = ideal workplace environment
What looks like? Sounds like?
How do employees communicate (formal/informal)?
What motivates employees? Why would they want to work for your company?
Flexibility in organ. – punching clock vs. flexible hours
Get employees perspective; get leaders’ perspective
How get best from employees?
Identity and beliefs
Eg., awards, brands, physical environ., etc. = identity; example – Ace (hero vs. disciplined hero)
Beliefs: like psychologically healthy workplace = success; definition of success
Valued behaviors expectations: observable; measurable; value + 1-2 sentence definition + 3-4 behavior expectation; Example
Are you the bottleneck??
Dumping: avoids assigning by delegating; things don’t like to do; unpleasant, uninteresting tasks; grunt work; lacks assigning authority; often lacks a “feedback” loop; negative outcomes; high performers
“I need x by ___. Go figure it out.”
Power questions (next slide)
They do not define what success is in the role. People just focus on tasks,
Define min. qualifications, tasks and responsibilities => hiring least qualified, mediocre
If you want successful people, define success first.
Experience ≠ they can deliver desired results
Past experience – poor indicator of perform.
Past perf. Better indicator
Even better is current perf/results
Eg., of least effective way to ask for new hires
“The ancient Romans had a tradition: whenever one of their engineers constructed an arch, as the capstone was hoisted into place, the engineer assumed accountability for his work in the most profound way possible: he stood under the arch.”
— C. Michael Armstrong, former Chairman of AT&T