| Accountability is an interesting phenomenon. | | | | Everyone must get a copy of everyone else's |
| Everybody wants some, most folks think that they can | | | | homework for review previous to the next |
| handle it, yet very few people know how to deal with | | | | meeting.The homework is then read aloud to |
| it continually.Much of the problems in business and life | | | | everyone at the next meeting. There has to be total |
| are intertwined with accountability or lack thereof. | | | | communication and understanding between |
| Ill-defined goals, unfocused people, inadequate | | | | departments. There should be no secrets when it |
| communication, poorly thought out delegation, low | | | | comes to company success. Open discussion then |
| self-esteem and sometimes just bad strategic | | | | follows.Once there are established and fully |
| management often lead to a break down of | | | | understood guidelines and benchmarks for each |
| accountability.When an organizational chart is muddled, | | | | department, a system of monthly operating reports |
| the result is usually a bunch of people running around | | | | (MOR) is then put in place. The MOR template can be |
| with an unclear understanding of who's accountable to | | | | designed jointly by all the DHs or a designated group |
| whom. And sadly, even when the chart is bold and | | | | or person. The MOR should then be approved by all |
| clear, it's not uncommon for an accountability vacuum | | | | the DHs at the following meeting. Great suggestions |
| to occur.Why? Insufficient follow-through, passing off | | | | come out of these sessions.Once the MOR is |
| responsibility, only verbalizing goals, procedures and | | | | approved everyone is then required to fill them out at |
| orders, and the lack of benchmarks, all lead to | | | | the end of each month. These reports should spell out |
| accountability problems.It's extremely important to | | | | how the particular DH and his/her department has |
| understand that accountability comes from the top. | | | | progressed in the quest toward reaching its and the |
| How can anyone truly be held accountable if they | | | | company's goals for that month (in the context of the |
| aren't given the proper instructions? But it happens all | | | | larger goals).The DH will almost certainly need input |
| the time. The person in charge assumes that they've | | | | from his or her supervisors and other underlings in |
| made themselves perfectly clear, even when they | | | | compiling the report. As a matter of fact DHs should |
| have contradicted themselves or given half the | | | | have a departmental meeting explaining this new |
| needed information. The usual scenario, when things | | | | system to everyone and how their department is now |
| don't turn out the way they need to for a successful | | | | accountable to everyone (on a broader scale).Why? |
| and timely conclusion, is a boss who freaks out, sulks | | | | Because every DHs report is given to all the other |
| or looks for new people.Another reason is that most | | | | DHs. They are all read before then next DH meeting. |
| people are great at blaming someone else. "My | | | | This way everyone knows what's happening in |
| department isn't filling the orders on time because I | | | | everyone else department and everyone is |
| can't get inspection to regularly let me know how | | | | accountable to each other for the company to reach |
| things are going" or "I'm done, it's Jill I'm waiting on!" are | | | | its goalsMORs must be completed within a five-day |
| all too common types of responses in corporate | | | | period after month's end and the next DH meeting |
| America, not to mention your house!And most people | | | | should be held no longer than five days after that.The |
| are also great at giving orders. "Well, I told him I needed | | | | MORs will be discussed. DHs from all the different |
| it by 5:00!"There is an effective and efficient way to | | | | areas will see how the functioning of their department |
| hold everyone accountable. It starts with making sure | | | | affects everyone else. There will be less of a vacuum |
| everyone in the loop is given a full and complete | | | | and territorial mentality. It's amazing how an air of |
| understanding of what, when and sometimes how | | | | cooperation starts to manifest itself.Everything is in |
| tasks and/or projects are to be done. This must be | | | | writing. Communication is open. Departments and |
| done in writing!Most companies are run through | | | | sub-departments see themselves as a part of a |
| departments and until every department understands | | | | whole, responsible for the greater good of the |
| what the other departments are doing the company | | | | organization. Accountability in this case rolls up and |
| runs a risk of severe problems.The first and most | | | | down hill! And everyone has participated in its |
| important phase of writing starts in meetings that are | | | | origination and continues in its ongoing monitoring. |
| attended by the President and CEO and all the | | | | Ultimately everyone and the organization wins!Dan |
| department heads, or division presidents or however | | | | Goldberg, MBA, is President of Dan Goldberg |
| you signify those upper level executives on your | | | | Consulting L.L.C. a training, coaching and business |
| organizational chart (we'll call them DHs for | | | | development firm located in the Philadelphia, PA area. |
| simplification purposes), no matter what size your | | | | He is the founder and former owner of "For Eyes" the |
| company is.In the first meeting the CEO or President | | | | highly successful international optical company and an |
| should clarify to all in attendance what he or she sees | | | | internationally recognized keynote speaker. Dan is the |
| as the goals of the company for the next year, three | | | | author of the book "Stand Back A Second, Just don't |
| years and five years. | | | | fall off the edge," and of "The Six Steps To Solid |
| You would be amazed how many DHs do not know | | | | Sales Success" and "The Seven Elements Of |
| what the long-range and short-range goals of the | | | | Successful Management" programs. He is |
| company are as seen through the eyes of its leader. | | | | Executive-In-Residence at Kutztown University and |
| This alone can be a major milestone!The next | | | | has been the subject of stories in Newsweek, |
| ingredient is to have all the DHs spell out what they | | | | Business Week, Playboy, Successful Business, |
| see as their responsibilities and goals and ask the other | | | | Investor's Business Daily, major newspapers in New |
| DHs to participate in each person's goals and | | | | York, Philadelphia, Washington, D.C., Boston, Baltimore, |
| responsibilities description as well. You'll soon find out | | | | Miami, San Francisco, Oakland, St. Louis, Chicago, Los |
| where the misunderstandings are. | | | | Angeles and many other national and local publications. |
| And it will help to clarify each DHs position.Then the | | | | In addition, Dan has appeared on Good Morning |
| DHs and the President/CEO should write, as | | | | America and other national and local television and |
| homework, how they see their department's | | | | radio programs. |
| responsibilities and tasks in reaching the outlined goals. | | | | |