Catalyst Strategic Consultants - What is Doug Bouey thinking about these days?

Other Newsletters:

Re: Death and Resurrection

New Year Resolutions - For Companies!

Re: Avoiding the Cover of FORTUNE

Appreciation

Re: Accountability

In a mentoring session the other day, Jill, in a fit of pique, produced “Accountability Agreements” the fine book written by Calgarians Klatt, et al.

“Have you heard of this?’

“I sure have!”

Jill had just suffered an attack of PAIN, and was still seething. PAIN is experienced like this:

“Excuse me, can I see you for a minute.”

“What is it?”

“Well, I’m just about to commit us to an order for the new trucks and I just wanted to make sure this was the one you wanted.”

“Is there budget for it?”

“Yes, but we just weren’t sure you wanted this one or that one.”

“How would I know? I don’t use them – didn’t we discuss what we wanted earlier?”

“Yes, but we wanted to make sure before we signed the order. Here are the two models being looked at. Now the Ford has …. ” and so on. And on. And on.

Jill (waving the book around): “Can’t these people make up their own minds? Do I have to get involved in all this detail? Half my day wasted on conversations like that!”

Me: “You’re holding the answer in your hand.”

Do you suffer PAIN?

	Permission
Independent	Authorization
	Indecision
	Neutrality

It’s a pernicious disease. Lots of workers and associates have it.
They need a paradigm shift! In this era of flat org charts, the boss will be consumed unless their people can ADAPT.

	Accountability
	Discretion
Independent	Action
	Potency
	Trust

For the team member AND THE BOSS, it translates into a new contract – an Accountability Agreement (AA). A long way – a light year - from traditional Position Descriptions, it mandates results instead of activities. What’s the difference?

When we work with a team on building AA’s, the first crack at deliverables often produces lists of tasks. A CFO: “do monthly financials” “make sure accounts payable are processed”. NOT! Try “providing complete timely financial information to the organization” and “keeping accounts under 50 days”.

Now, it may be tough to see the responsibility difference between the two.

What we want is “What I am really counting on you for?”

When you tackle a project, it’s not for the tasks. You want the outcome. And to execute, team members need leeway – room to move. So you need accountability. For the team member, accountability brings freedom the old fashioned way – through shouldering responsibility.

When a whole team operates under AA’s – including the head - you have a network of understandings, each one contributing their outcome to the achievement of the organization’s mission. And they can hold each other accountable, through another concept – Sideways Management.

It’s the secret to getting CEO’s up where they belong, taking the organization where it’s going, rather than where it’s been. Into a world of space and time – time to think about and deal with the big picture stuff. That’s what your team really needs from you!

But there is a price.

Diving into the comfortable details means not having to face into the uncertainty of the future. Not taking a direction is easier than the regret of the road not choicefully traveled. Fussing, controlling the minutiae and the reassuring chatter of PAIN surreptitiously whispers: “You’re the boss! I’m just a serf doing your bidding.” Deprived, the ego misses its secret balm: it loves that kind of talk! But spirited organizations cannot afford the accumulation of barnacles slowing the ship. We never see them ‘cause they’re below the waterline.

Getting up and out gives your work world a huge boost, just the thing for an energetic fall.

End PAIN now! Enjoy the benefits of ADAPTing. It is within your reach.

Doug Bouey
Bringing Life to Vision!

PS: I've added more speculations on the sources of PAIN elsewhere on this website.

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