A framework of Accountability and Responsibility as the foundation of high performing teams.

1. working in an AROculture

2. 3 domains PERSONAL ACCOUNTABILITY MUTUAL RESPONSIBILITY SHARED OWNERSHIP

3. about … delivery control personal ACCOUNTABILITY collaboration RESPONSIBILITY mutual influence unity shared solidarity OWNERSHIP

4. initiative leadership DEGREE OF CONTROL WHO IS US?

5. personal accountability I have the control levers Defines the decisions that are ultimately mine Is the set of things my boss will hold me to and for which I am employed. ‘I assure you’ rather than ‘trust me’ Included in my performance agreement This defines what is important or central in my work. I do not have to be asked to go here … it is my job to be here. Expect others to come here when your behaviour has an impact on an arena for which they are accountable, or when there is overlap with an arena for which they have shared responsibility.

6. mutual responsibility I have the responsibility to influence Anything that is impacted by my behaviour or my decisions is within my influence Will include cultural and environmental dimensions, and will therefore be a significant component of my performance review conversation Someone must be accountable, but I have the responsibility to give input, state my case, and ensure alignment with my arena of accountability Go here when invited or when it impacts an arena for which I am accountable. Remember that this patch may be an arena that someone else is ultimately accountable

7. shared ownership Solidarity, who is ‘we’? The domain that falls outside the sphere of my influence, but that remains part of the whole of which I am a part As broad as possible All that sits under the strategic plan, that wears our brand Go here when the brand or the ‘whole’ is threatened Be careful because others will know more than you

8. Behaviour in an ARO culture is … Focused and targeted, not scattered Project rather then role or position oriented Disciplined High performance Communication is Entrepreneurial rather than beaurocratic Transparent: knowledge and power is necessarily shared Robust and often difficult because there is lots of grey in the shared responsibility domain

9. Key vulnerabilities in an ARO culture … ACCOUNTABILITY Lack of clarity Excuses REPONSIBILITY No one accountable Lack of systems thinking OWNERSHIP fragmentation

10. Key vulnerabilities in an ARO culture … competency creep: Supplementing my accountabilities with personal competency and preference Disempowers those who have accountability in arena of competency creep Makes me busier Indicates a local rather than organisational view … has cascading impact on other teams/departments Requires trust in other’s ability to deliver according to their accountabilities