By Greg Bustin
Accountability is likely one of the largest demanding situations company leaders face, however it is also the most very important elements resulting in luck. This groundbreaking ebook explains why and how.
Top enterprise advisor and speaker Greg Bustin has devoted a profession to operating with CEOs and the management groups of businesses in this the most important subject. during the last 5 years, he has interviewed and surveyed greater than 3,200 executives round the world—from such in demand businesses as Marriott, box shop, Ernst & younger, Sony, Herman Miller, Nucor, and Southwest Airlines—to know how high-performing companies effectively create and maintain a tradition of objective, belief, and success. alongside the best way, Bustin constructed a collection of management instruments that might elevate responsibility and force good fortune for any kind of organization.
Accountability will rework how you deal with, preserve, and encourage your self, your workforce, and, finally, your...
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Extra info for Accountability. The Key to Driving a High-Performance Culture
I’ve always believed that no one else is responsible for me other than me,” he continues. “It’s up to me to be proactive, whether it’s learning new skills, contributing to new ideas, or helping others achieve things they never thought possible or probable in both their work and home lives. Of course, this is a two-way street. We cannot change others. ” In my work with executives, it’s not unusual for leaders to find themselves in a position where their business life and personal life are not aligned.
1 Performance Funnel Emerging from the funnel’s spout is the result of your investment in those three commodities. The result may be satisfactory or unsatisfactory. As time, talent, and treasure move through your funnel toward a result, their original state is altered as they come into contact with one another. This contact is shaped by two key contributing factors: the processes inside your organization (your belief systems, policies, operating procedures, and technical support systems that form the infrastructure of your organization), and the behavior of people comprising teams, departments, remote locations, business units, and outside suppliers (it’s the rare individual who works in solitary confinement).
Behavior and cultural issues probably account for the majority of terminations at Herman Miller,” Cortese told me. “It’s not often that it’s a skill- or competency-based issue. ” The company’s structure is characterized by a certain amount of ambiguity because of its ad hoc teams and a “distributed leadership model,” and Herman Miller recognizes that some people are more comfortable in highly defined structures and can’t handle ambiguity. ” ALL IN OR PLAYING ALONG? In good times with plenty of good jobs available, a worker—whether it’s a top executive or a member of the rank-and-file—will simply say, “I don’t agree with the decisions that have been made and I’ve found another company that suits me better.
Accountability. The Key to Driving a High-Performance Culture by Greg Bustin