Leaders often become lovers with specific topics of leadership. Perhaps they read a book or attended a main session and recognized a need within their organization for a concept that resonated with them. When this happens, they can become quite passionate. The topic becomes a drum, the pursuit of voice and the leader hopes that, with constant repetition, the issue will eventually sink – they will see the change of behavior they have always wanted. Rarely happens sometimes that way.

This is often the case with the concept of LIABILITY. Most of us have an intuitive understanding of what it means, but when you dig past theories, what does it look like in practice? Why does it matter?

Lack of accountability suppresses productivity. You can put all the systems, processes and KPIs appropriate, but if people are not responsible for their tasks and objectives, none of these will matter. Things will not be done within their required deadlines. Other tasks can be completed in time, but with sub-results. In many cases, they will not be done at all.

How do you create a The culture of responsibility In an organization where especially is missing? Here are some “starters” of responsibility for leaders.

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Define and codify the responsibility

Clearly determine accountability at the organizational level, identifying and coding its related behaviors. This begins by clearly deciding what it means within your organization.

This understanding can be solidized through regular training to Equip the employees with the ability to model and implement these behaviors. Finally, all of these steps need to be constantly traced to each department and team – a standard of responsibility for the whole organization.

Measuring continuous improvement

Once determined, set goals for accountability that matches the vision and values ​​of your organization. These must then be drafted in specific policies and procedures, with comprehensive documentation that team members can refer to understanding the correct steps that they and their colleagues must take to demonstrate responsibility in their respective roles.

Then you can create a monitoring, measurement and reporting system to follow the accountability according to KPI and receive reactions from employees that can be used to adapt policies based on changing needs.

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Approve of an ownership mentality

A culture of responsibility encourages team members to be transparent about their challenges and admit the mistakes. To create such a culture, Run with exampleconstantly demonstrating this kind of behavior. Make sure your actions are approximated with your words. When you constantly follow your commitments, you show that you keep yourself the same standards you expect from your team members. When you make a mistake, Own up to itCorrect it and explain what you learned from experience. As President Truman said, “Buck stops here.”

Be aware of responsibility

Sustainable tracking sends the message that you are fully invested in your team's progress and committed to ensure the type of support and guidance needed to succeed in achieving their objectives.

Also helps to determine and address obstacles early, providing opportunities to Reactions. You can begin to bake accountability in your culture by assigning regular checks, setting clear milestones and using these interactions to celebrate achievements, to consider solutions for challenges and properly adjust the objectives.

In the initial stages, when this is new, many employees may misunderstand this kind of involvement, perhaps even by misradicating it as a micromanagement. While this approach is constantly implemented, however, they will soon begin to see that they help them do their job better.

Rewards and consequences

place reward for responsible behavior and consequences for non -calculable behavior. This is usually the difficult part, as most people are inexcusable. However, keeping responsible employees is not something that can be neglected. In other words, a leader is responsible for by keeping the others in charge. If rewards and rewards are put in place and reasonable consequences in a transparent way and are constantly implemented throughout the organization, the company's culture will begin to embrace them.

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Communicating responsibility more effectively using personality type

Finally, it is inevitable that, in creating a culture of responsibility, you will encounter considerable resistance. While there is no exact formula for overcoming this, you will be more equipped to assist the members of the reluctant team if you have a meaning personality-The preferences related to thought, learning and communication.

Here is a brief summary, based on the Myers-Briggs Type Salpe® (MBTI) model, how different types can see and approach accountability:

Introversion (i) vs extraversion (e): Introverts (I) may prefer a more individual process that includes written documentation and one-to-one meetings. Those with extraversion preferences (E) can appreciate a cooperative approach to accountability that includes verbal reactions and group contributions.

Feeling (s) vs intuition (n): Those with preferences for felt (s) tend to focus on practical details and can evaluate step -by -step processes. Those who prefer intuition (N) may prefer liability regimes that allow for a higher degree of creativity and flexibility, emphasizing the highest level goals above minutiae.

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