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Accountability Focused Management Part 1

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Accountability Focused Management Part 1

  1. 1. Accountability Focused Management Improving the Effectiveness of Objectives
  2. 2. Introduction <ul><li>“ Humanity faces a quantum leap forward. It faces the deepest social upheaval and creative restructuring of all time. Without clearly recognizing it, we are engaged in building a remarkable new civilization from the ground up.” </li></ul><ul><li> Alvin Toffler </li></ul>
  3. 3. Avoiding Mediocrity <ul><li>“ The quickest way to kill the human spirit is to ask someone to do mediocre work.” </li></ul><ul><li>Ayn Rand </li></ul>
  4. 4. Accountability <ul><li>The quality or state of being accountable; especially, an obligation or willingness to accept responsibility or to account for one’s actions. </li></ul><ul><li>Webster’s Dictionary </li></ul>
  5. 5. Better Definition <ul><li>An attitude of continually asking: “what else can I do to rise above my circumstances and achieve the results I desire? </li></ul><ul><li>The Oz Principle </li></ul>
  6. 6. Responsibility <ul><li>Responsibility refers to the duties and tasks to be performed. It describes what is to be done without specifying how well or how timely it is to be done. </li></ul>
  7. 7. Accountability <ul><li>Accountability unlike responsibility is concrete. It implies a definable and measurable commitment to deliver a specified result. </li></ul>
  8. 8. Accountability Formula: Responsibility + = ACCOUNTABILITY Standards R+S = A
  9. 9. The Difference <ul><li>Obligation to perform certain activities (without regard to results) </li></ul><ul><li>Contains no standards </li></ul><ul><li>Can be delegated. </li></ul><ul><li>Obligation to obtain predetermined results </li></ul><ul><li>Contains standards </li></ul><ul><li>Is residual – cannot be delegated. </li></ul>Responsibility Accountability
  10. 10. From Responsibility To Accountability A new paradigm is needed
  11. 11. Paradigm <ul><li>A paradigm is a set of assumptions that have come to be accepted as truth – often an unquestioned truth. When a paradigm is widely accepted it tends to frame the thinking of individuals. They may not even entertain the notion that there are other possible explanations to the phenomenon they experience </li></ul>
  12. 12. Example of a Paradigm <ul><li>It was once believed that the world was flat. So pervasive was this belief, that some charts of the early 1400s showed the edge of the world and sailors would threaten mutiny if they were ordered to sail too close to the edge. </li></ul>
  13. 13. Current Management Paradigm
  14. 14. Emerging Paradigm
  15. 15. How We Get There…
  16. 16. Accountability Process
  17. 17. Process Steps <ul><li>Building A Shared Vision </li></ul><ul><li>Developing Individual Charter </li></ul><ul><li>Identifying Continuing Vital Activities </li></ul><ul><li>Deriving Objectives </li></ul><ul><li>Gauging Impact </li></ul>
  18. 18. Building A Shared Vision <ul><li>“ At its simplest level, a shared vision is the answer to the question, ’What do we want to create?’ Just as personal visions are pictures or images people carry in their heads, so too are shared visions pictures that people throughout an organization carry .” </li></ul><ul><li>Peter Senge </li></ul>
  19. 19. Fundamental Obligations
  20. 20. Survival Obligation <ul><li>The Survival Obligation specifies why work is to be done. For a profit oriented company, the Survival Obligation will normally declare recognition of the need for survival, growth and profitability. </li></ul>
  21. 21. Essential Work Obligation <ul><li>The Essential Work Obligation states HOW the Primary Objective will be accomplished. </li></ul>
  22. 22. Principal Products Obligation <ul><li>The Principal Products Obligation defines that which is produced or acted upon by the 0rganization. ... WHAT it is that the organization offers its markets. </li></ul>
  23. 23. Principal Markets Obligation <ul><li>The Principal Markets Obligation specifies WHO will receive or benefit from the products or services offered. </li></ul>
  24. 24. Principal Territory Obligation <ul><li>The Principal Territory Obligation states WHERE work is to be performed. For the company as a whole, this statement would be broad enough to cover all activities at all locations. </li></ul>
  25. 25. Basic Work <ul><li>It is essential to identify the Basic Work since this becomes the basis of all Accountability Focused Management... Basic Work is a combination of two obligations: </li></ul><ul><li>Essential Work Obligation </li></ul><ul><li>Principal Products Obligation </li></ul>
  26. 26. Individual Charter <ul><li>The charter is developed from the fundamental obligations for the individual’s assigned department or unit. It is a description of what the individual employee is charged with doing and achieving ( Basic Work ). </li></ul>
  27. 27. Continuing Vital Activities <ul><li>A Continuing Vital Activity ( CVA) is a specified type of work which must be continuously performed with proficiency in order for the Primary Objective to be attained. </li></ul>
  28. 28. Role Of CVA’s <ul><li>Identify important work </li></ul><ul><li>Base for objectives </li></ul><ul><li>Aid to delegation </li></ul><ul><li>Connect mission with operating plan </li></ul><ul><li>Basis for comparison </li></ul>
  29. 29. Types Of CVA’s <ul><li>Component </li></ul><ul><li>Supporting </li></ul><ul><li>Management </li></ul>
  30. 30. Deriving CVA’s
  31. 31. Categories Of Work <ul><li>“ Project” work </li></ul><ul><li>Sustained work </li></ul>For purposes of measurement, work is considered in two categories:
  32. 32. How Work Cascades
  33. 33. Objectives Just as the setting of the course is the first job of the ship's captain, the setting of direction is the first job of every manager. Before you can set the course, you must know your destination…where you want to be at some point in the future. This is the objective…the result or condition that should exist in the future.
  34. 34. Measurement Factors <ul><li>A Measurement Factor is an element of performance which would indicate accomplishment in a given CVA or basic work. </li></ul><ul><li>A Measurement Sub Factor amplifies the Measurement Factor and identifies the terms in which it is to be expressed. </li></ul>
  35. 35. 3 Problems With Objectives <ul><li>How they are worded (the construction of the objective). </li></ul><ul><li>How they are established (the “negotiation” process). </li></ul><ul><li>How they are used (the extent to which they are made a Part of the day to day operation). </li></ul>