By Greg Bustin
Accountability is without doubt one of the greatest demanding situations company leaders face, however it is usually the most very important components resulting in good fortune. This groundbreaking e-book explains why and how.
Top company 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 the way high-performing firms effectively create and maintain a tradition of goal, belief, and success. alongside the best way, Bustin built a suite of management instruments that would bring up responsibility and force good fortune for any form of organization.
Accountability will rework how you deal with, hold, and encourage your self, your group, and, eventually, your...
Read or Download Accountability. The Key to Driving a High-Performance Culture PDF
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Additional resources for Accountability. The Key to Driving a High-Performance Culture
Executives tell me that thinking through what is significant in their life, articulating those thoughts as a set of measurable goals, and then writing them down is a powerful process that drives personal accountability. Story after story from executives tell examples of them writing down goals, tucking them away, and not looking at them for several months, only to pull out their list later to see that they had accomplished many of their stated objectives. Written goals are even more powerful when you look at them every day.
And without clear expectations, accountability is not possible. PLANNING IS TRUST-BUILDING When I lead strategic planning sessions with leadership teams, philosophical differences frequently expose themselves. These differences can include lack of alignment on these significant issues: Company direction Financial objectives Organizational structure Talent development Growth strategies Rewards and penalties Differences may show up in other ways. Some people may not trust the CEO to carry out tough decisions, including addressing underperformance.
It’s also a key to driving accountability. The concept is worth repeating: Before you can hold others accountable, you first must hold yourself accountable. And before you can hold yourself accountable, you first must know what matters most to you. We all have dreams. Some of us dream bigger and are more focused about turning those dreams into reality. When you were a little kid, what did you want to be when you grew up? There is still time. 2 LEARNING FROM WINNERS A single conversation with a wise man is better than ten years of study.