Building Capacity
to Improve Results
January 2009 Volume 3 Issue 1
to Improve Results
January 2009 Volume 3 Issue 1
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Fueling Personal Accountability Maximize Results through Motivated People
A major responsibility of leaders in organizations has always been to develop plans and lead their
people in successful execution. Today’s business environment presents additional challenges to
leaders in that change happens faster and more continuously than ever before! This means an
increased need for effective and frequent planning, and a smaller margin of error for plans that fail
to produce results. We all realize this is a given in today’s business environment.
In addition, have you noticed that the people who make your plans work have also changed? For
example, their interpretation of ‘following the leader’ has taken a new direction. In our workplace
today, dictatorial leadership and micro management are being shunned by people who view multiple
career moves as a normal part of working life. People now produce results for leaders who
recognize and value their talents.
More and more people accomplish their jobs through networked teams, creative collaboration,
flexible work arrangements, outsourcing contracts, and a ‘results only’ focus – all of which
emphasize the prized talent of personal accountability.
Achieving success in our modern work environment now depends largely on your people being
personally responsible for results.
What can you do, as a leader, to fuel personal accountability in your organization? The answers
may be easier than you anticipate.
1. Hire people to work for you who already have demonstrated a high level of personal
accountability. You can achieve this through a combination of effective talent assessments,
reference checking, and behavioral interviewing.
2. Become aware of the additional, unique personal strengths and talents your key
people bring to their work. Get to know each of them and what they do well, which is the best
indicator of what they will most naturally be personally accountable for achieving.
3. Regularly seek input, suggestions and commitment from each of your key people to
create and support the success of your organization’s plans. People who play a role in
formulating a plan are more committed to personal accountability in achieving the targeted results.
4. Give feedback, recognition and rewards to people for demonstrating personal
accountability in support of your organization’s success. People who are duly recognized for
their contributions feel increased motivation to achieve further success.
Make a concerted effort to maximize and reward the level of personal accountability in your
organization starting today – and achieve increased success through people!
Copyright protected worldwide. Gayla Doucet People Powered Solutions LLC. The TTI Distributors
Coach
A major responsibility of leaders in organizations has always been to develop plans and lead their
people in successful execution. Today’s business environment presents additional challenges to
leaders in that change happens faster and more continuously than ever before! This means an
increased need for effective and frequent planning, and a smaller margin of error for plans that fail
to produce results. We all realize this is a given in today’s business environment.
In addition, have you noticed that the people who make your plans work have also changed? For
example, their interpretation of ‘following the leader’ has taken a new direction. In our workplace
today, dictatorial leadership and micro management are being shunned by people who view multiple
career moves as a normal part of working life. People now produce results for leaders who
recognize and value their talents.
More and more people accomplish their jobs through networked teams, creative collaboration,
flexible work arrangements, outsourcing contracts, and a ‘results only’ focus – all of which
emphasize the prized talent of personal accountability.
Achieving success in our modern work environment now depends largely on your people being
personally responsible for results.
What can you do, as a leader, to fuel personal accountability in your organization? The answers
may be easier than you anticipate.
1. Hire people to work for you who already have demonstrated a high level of personal
accountability. You can achieve this through a combination of effective talent assessments,
reference checking, and behavioral interviewing.
2. Become aware of the additional, unique personal strengths and talents your key
people bring to their work. Get to know each of them and what they do well, which is the best
indicator of what they will most naturally be personally accountable for achieving.
3. Regularly seek input, suggestions and commitment from each of your key people to
create and support the success of your organization’s plans. People who play a role in
formulating a plan are more committed to personal accountability in achieving the targeted results.
4. Give feedback, recognition and rewards to people for demonstrating personal
accountability in support of your organization’s success. People who are duly recognized for
their contributions feel increased motivation to achieve further success.
Make a concerted effort to maximize and reward the level of personal accountability in your
organization starting today – and achieve increased success through people!
Copyright protected worldwide. Gayla Doucet People Powered Solutions LLC. The TTI Distributors
Coach
10-Minute
Organizing Tasks
When you have 10
minutes to spare,
tackle one of these
tasks:
Read a brief article or
report
Organize your work
area
Clean out a desk
drawer
Complete your to-do
list
for the next day
Relax by breathing
deeply
Organizing Tasks
When you have 10
minutes to spare,
tackle one of these
tasks:
Read a brief article or
report
Organize your work
area
Clean out a desk
drawer
Complete your to-do
list
for the next day
Relax by breathing
deeply
All articles, quotes, and material in this newsletter are copyrighted. © 2009. No part can be reproduced in any form
without specific written consent from SA and copyright holder(s). All rights reserved worldwide.
without specific written consent from SA and copyright holder(s). All rights reserved worldwide.