ACCOUNTABILITY WHAT WE LL TALK ABOUT WHAT WE LL TALK ABOUT IF EVERYONE WANTS IT, WHY IS IT SO HARD TO GET?

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1 ACCOUNTABILITY IF EVERYONE WANTS IT, WHY IS IT SO HARD TO GET? 1 WHAT WE LL TALK ABOUT In surveys Accountability is seen as more key to high performance than other values. Employees say it is important to them personally and they don t see enough of it in the work environment. Instead, they see inconsistency, confusion, and bureaucracy. 2 WHAT WE LL TALK ABOUT Leaders want high levels of accountability to encourage employees to be: self-starters, be more engaged to take ownership of their actions and empowered to ask questions and report misconduct. 3 1

2 WHAT WE LL TALK ABOUT We will discuss the elemental building blocks of accountability What has to happen from both the top down and the bottom up in order to create high levels of accountability, which is essential for maintaining an ethical culture 4 WHY DOES IT MATTER? Slippery Slope Inconsistency, Confusion Frustration Rationalization Self-Deception Key to innovation and performance Blame vs. Continuous Improvement Taking ownership to solve problems 5 WHAT IS ACCOUNTABILITY? The obligation of an individual or organization to account for its activities, accept responsibility for them, and to disclose the results in a transparent manner. - businessdictionary.com - No individual raindrop ever considers itself responsible for the flood. -- Anonymous 6 2

3 WHAT S THE DIFFERENCE BETWEEN ACCOUNTABILITY AND BLAME? 7 Why does the pen fall? Sir Isaac Newton 8 gravity let go 9 3

4 Behavior = (x,z) x = out of our control z = in our control 10 Why were you late?

5 Innocence L= f (traffic) powerlessness 13 victim 14 it broke 15 5

6 it spilled 16 she started it 17 it s your fault! 18 6

7 it got delayed 19 accountability power 20 player 21 7

8 Response able Responsible to ( in the face of ) rather than Responsible for If you are not part of the problem you cannot be part of the solution! 23 If it affects you it IS your problem 24 8

9 FEELING THE VICTIM A BAD SITUATION I 1. Split in pairs (A & B). 2. A thinks of an upsetting or unsatisfactory situation. 3. B asks A the questions below feeding A with statements of support. 4. Change roles. What happened to you? Who s to blame for it? Why do you think they did it? What should they have done instead? What should they do now to repair the damage? What punishment do they deserve for doing it? 25 FEELING THE PLAYER A BAD SITUATION II 1. With the same pairs, A describes the same situation. 2. B asks A the exact questions below and in the exact order as shown and takes a 100% player stance. 3. Change roles so both experience the player role. What challenge did you face? How might you have contributed (inadvertently) to the situation through action, inaction or tolerance? What response did you choose? Could you have responded more effectively and/or with more dignity? Could you have prepared better to mitigate the risks? What would you ideally like to have happen? Is there something you can do now to improve the situation? What can you learn from this? 26 VICTIM Victims ask: What should others do? What have others done? Victims feel: Powerlessness Resentment Resignation Fear Envy Low energy PLAYER Players ask: What can I do? What could I have done? Players feel: Power Peace Optimism Confidence, Self Esteem Hopefulness Abundant Energy Creativity 9

10 VICTIM Language It s hopeless. Someone should do something. It can t be done. I have to stay. I don t have time. PLAYER Language I haven t found a solution yet. I could do something. I don t know how to do it. I choose to stay. I choose other priorities. HOW CAN WE MEASURE IT? Limitations of Engagement Surveys Is it only something we know when it s there or missing? 29 SEVEN LEVELS OF ACCOUNTABILITY Service Contribution Communal Engagement Performance Relationship Survival Service To Humanity and the Planet What s is our responsibility to our communities and to the planet? Collaborative Partnerships Do individuals as well as the organization take responsibility for the success of others? Building a Community Shared Purpose What is the level of commitment and engagement? Personal Growth and Adaptability to Change Do individuals take responsibility for their growth and development? Performance How are decisions made? Do employees feel they are micromanaged? Employee Recognition and Respect Is it a culture of respect or blame? Stability and Safety I had no choice I had to act Barrett Values Centre 30 10

11 431 1(O) Mid Size Health System: Overall Group (1916) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) IRS (P)=4-6-0 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= accountability (R) inconsistency (L) 700 3(I) accountability (R) Matches caring 790 2(R) bureaucracy (L) 615 3(O) best practices 690 3(O) PV - CC 0 CC - DC 0 PV - DC 5 teamwork 762 4(R) 703 5(I) honesty 686 7(R) compassion community minded 519 6(S) 513 3(O) confusion (L) organizational growth 497 1(O) 617 4(R) teamwork patient centered 616 2(R) 556 2(R) open communication Cultural Entropy: Current Culture 37% positive attitude 556 5(I) 531 5(I) integrity 506 2(R) family respect 469 2(R) 468 4(I) work/ life balance productivity 465 3(O) excessive focus on the bottom line (L) 431 3(O) hierarchical (L) 408 1(O) profit control (L) 389 1(R) 498 2(R) caring compassion 496 7(R) 456 4(O) continuous improvement 454 2(R) appreciation honesty 421 5(I) Black Underline = PV & CC Orange = CC & DC Orange = PV, CC & DC Blue = PV & DC Copyright 2014 Skout 2014 Barrett Group, Values LLC Centre P = Positive I = Individual O = Organizational L = Potentially Limiting (white circle) R = Relationship S = Societal Values Plot April 15, Consolidated Cultural Data North America Level Personal Values Current Culture Values Desired Culture Values IRS (P)=7-3-0 IRS (L)=0-0-0 IROS (P)= IROS (L)= IROS (P)= IROS (L)= Matches honesty 84% 5(I) customer satisfaction 61% 2(O) accountability 89% 4(R) PV - CC 2 CC - DC 5 PV - DC 4 Health Index (PL) PV-10-0 CC DC-10-0 accountability 79% 4(R) integrity 73% 5(I) commitment 67% 5(I) family 66% 2(R) humour/ fun 64% 5(I) responsibility 55% 4(I) respect 48% 2(R) positive attitude 44% 5(I) balance (home/work) 39% 4(I) teamwork 57% 4(R) accountability 45% 4(R) continuous improvement 42% 4(O) cost reduction 42% 1(O) bureaucracy (L) 38% 3(O) community involvement 27% 6(S) hierarchy (L) 25% 3(O) commitment 24% 5(I) organisational growth 23% 1(O) teamwork 81% 4(R) continuous improvement 80% 4(O) customer satisfaction 60% 2(O) open communication 58% 2(R) commitment 38% 5(I) leadership development 38% 6(O) information sharing 36% 4(O) integrity 36% 5(I) balance (home/work) 34% 4(O) profit 23% 1(O) Black Underline = PV & CC Orange = CC & DC P=Positive I=Individual O=Organisational Orange = PV, CC & DC Blue = PV & DC L=Potentially Limiting (white circle) R=Relationship S=Societal Values Plot Copyright 2012 Barrett Values Centre February Consolidated Cultural Data North America VALUES JUMPS A value jump occurs when there are more votes for a value in the Desired Culture than in the Current Culture. Listed below are the values with the largest increase in votes. The values in bold are represented in the Desired Culture. VALUE Percentage of Assessments accountability 75% open communication 62% employee fulfillment 50% leadership development 46% trust 44% coaching/mentoring 38% information sharing 37% continuous improvement 37% balance (home/work) 33% employee recognition 30% Values 2014 Jumps Skout TableGroup, LLC Copyright 2012 Barrett Values Centre February

12 Mid Size Health System: Overall Group (1916) Values Jumps A value jump occurs when there are more votes for a value in the Desired Culture than in the Current Culture. Listed below are the values with the largest increase in votes. The values in bold are represented in the Desired Culture. Current Culture Votes Desired Culture Votes Jump accountability open communication honesty best practices appreciation integrity employee engagement trust patient centered teamwork Copyright Skout Barrett Group, Values LLCCentre Values Jumps Table April 15, CORE ELEMENTS OF ACCOUNTABILITY Appealing to broader sense of purpose Coaching and Mentoring Others Development Engagement and Commitment Taking responsibility for one s actions Clarity and Consistency Creating Players and not Victims Addressing Fears that lead to rationalization 35 WHERE DO YOU NEED TO START? Appealing to broader sense of purpose Coaching and Mentoring Others Development Engagement and Commitment Taking responsibility for one s actions Clarity and Consistency Creating Players and not Victims Addressing Fears that lead to rationalization 36 12

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