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