Leadership And Accountability
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Leadership is about how one leads one\'s self and others. It is also about responsibility and accountability in action. This slideshow highlights some of the traits essential for remarkable leadership.
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Leadership And Accountability
- 1. Game plan for accountability and leadership in work and life Karyne Ang Personal Strategist and Performance Coach GAMEPLAN Coaching Services
- 2. Clarify, Focus and Achieve positive outcomes •Leadership •Communication •Performance Development •Training •Facilitating •Coaching •Webinars •Live Talks GAMEPLAN | Coaching Services
- 3. Our roles today My role Your role • Facilitate ideas • Decide what you want to be a • Catalyst to help you make shifts leader of • Help hold you accountable over the • Decide what type of leader you next 2 weeks want to be • Find out how you went & help you • Act on it • Be accountable for your results • Let me know how you went
- 4. Accountability .... says you are answerable for your actions - and inactions.
- 5. Some definitions • Accountability: Liable to being called to account; answerable, responsible • Lead: to go before or with to show the way; to guide in direction, course, action, opinion, to influence or induce; cause; to result in; tend toward; position in advance of others; to take the
- 6. Leadership and accountability begins with self Self vs Others Start being true to your self
- 7. Cause & Effect “We cannot solve our problems with the same thinking we used when we created them” Albert Einstein Effect Cause Reasons Versus Results
- 8. Accountability check: Take a Look at Yourself 1. When I make a mistake, I will admit it. 2. I am proactive, and will often take the initiative. 3. I ask for the things I need in order to do my job. 4. I welcome feedback however it is given to me. 5. I communicate regularly and accurately with colleagues. 6. I stand and deliver when it's time to report on my actions. 7. I model accountability for the people I work with and supervise. 8. If I don't understand something, I will seek out information. 9. I take ownership for my own problems and circumstances. 10. I analyze my activities and ask, "How is this contributing to business/organizational objectives?" 11. I analyze my activities and ask, "What more can I do or how can I do this better?" 12. I readily confront and communicate unaccountable behaviour in others.
- 9. Accountability Tools Listen. Question. Invite and offer feedback. Be assertive. Put control back into your life!
- 10. 7 Essential Leadership Skills for Work and Life
- 11. 7 Essential Leadership Skills for Work and Life “Leadership starts with the individual and requires a journey of becoming your true self. This requires knowing and understanding who you are. Leadership begins with being.” - Hilarie Owen
- 12. 5 tips from Mr. Dale Carnegie #1: When Nothing Else Works, Try This! References & Acknowledgements: Dale Carnegie
- 13. #2: Be a Leader: How to Change People Without Giving Offense or Arousing Resentment • If You Must Find Fault, This Is The Way To Begin • Begin with praise and honest appreciation. References & Acknowledgements: Dale Carnegie
- 14. #3: No One Likes To Take Orders • Ask questions instead of giving direct orders. References & Acknowledgements: Dale Carnegie
- 15. #4: Spur a person on to success References & Acknowledgements: Dale Carnegie
- 16. #5: Make People Glad To Do What You Want References & Acknowledgements: Dale Carnegie
- 17. Self audit .....
- 18. Be Accountable & Responsible for your own leadership results • Let’s keep in touch - in 2 weeks’ time • I will email or call you, and we will take it from there.
- 19. Clarify, Focus and Achieve positive outcomes •Leadership •Communication •Performance Development •Training •Facilitating •Coaching •Webinars •Live Talks GAMEPLAN | Coaching Services
- 20. Find Karyne Ang at: • Free Webinars Tues/Thurs & Breakfast workshops – check out our scheduled events on our website www.gameplancoaching.com • Business Bites Series - Your Breakfast for Business Results! • Every Monday 7.30am at Pennant Hills, for 6 weeks starting 28th Sept 09 – 2nd Nov 09 • Twitter: @gameplancoach • Facebook • LinkedIn • www.gameplancoaching.com
- 21. • Register your name and email at our website www.gameplancoaching.com • You will automatically get: • GAMEPLAN Life Bytes Welcome Newsletter • E-book GAMEPLAN Strategies to Happiness and Success
- 22. Thank you! Email: karyne@gameplancoaching.com Website: www.gameplancoaching.com Tel: +61 (0) 422 475 225 P.O. Box 6317, North Ryde, 2113 NSW, Australia
Editor's Notes
- Not here to give you an instant solution to life, or to tell you how to run your team, organisation or business. What you will get is that you may see something new and fresh, or it may not be what you’ve been used to in the past. That’s what’s great about it! I’m here to share a new perspective, a refreshed focus on leadership and your opportunities that you may have overlooked before. This can serve as a reminder or validate what you are already doing or can start doing.
- We help business owners, teams and individuals to develop their leadership capabilities and performance so they can achieve their vision & goals, and achieve positive results in business and life. Plans, strategies, your mindset for excellence, skills you may need – eg communication, presentation skills
- If questions come up or something goes wrong, it's you who must absorb scrutiny. There's a subtle distinction between "it's not finished" and "I haven't finished it." The willingness to be accountable for what you do and what you fail or refuse to do is a crucial sign of character. Unaccountable people are into excuses, blaming others, putting things off, doing the minimum, acting confused and playing helpless. They pretend ignorance while hiding behind doors, computers, paperwork, jargon and other people They say things like "I didn't know, "I wasn't there," "I don't have time," "it's not my job," That's just the way I am," "Nobody told me," "It isn't really hurting anyone," and "I'm just following orders." Unaccountable people are quick to complain and slow to act. In organizations, unaccountability is a highly contagious disease. Accountability means more than just doing your job. It includes an obligation to make things better, to pursue excellence, and to do things in ways that further the goals of the organization. If outmoded or wasteful tasks are part of your job description, it's your responsibility to do something about it. If you are not getting the professional development you seek in your work, be responsible for your own growth. No one will take care of your future like yourself. If you don’t do it, who will?
- Excel, surpass, precede, to commence or make a beginning
- If we are unable to manage and lead ourselves, how can we even begin to manage and lead others? Mindset mastery – includes knowing what your own fears and frustrations are, what your own values and beliefs are. Know what drives you, understand your purpose of being (whether it’s at work, in business or in your personal life) Know what you want -> direct others to what you and they want (understand the collective goal and vision) Leadership is not only for our bosses and seniors. Leadership starts with every one of us here today. Again, to lead is to go before or with to show the way; to guide in direction, course, action, opinion, to influence or induce; cause; to result in; tend toward; position in advance of others; to take the initiative! Leadership Opportunities – leadership in a team, leadership in customer service, in sales, client leadership, in communication, in a relationship, in mastering your emotions, your thoughts and hence your behaviours and actions. Understanding what drives these factors means understanding your deeper motivations as well as any barriers you have that hold you back from the behaviours you really want (so you can get the results you really want as a leader). Could it be – procrastination, lack of confidence, low self esteem, lack of motivation, lack of clarity, lack accountability, focus...?
- Are you at the Cause or the Effect side of things in your life? The concept of Cause and Effect suggests that for any cause, there is a specific effect or result that occurs. Cause: I have created what is in my life Effect: I would have done, been, seen, succeeded etc but ......(victim, blame, justifying) People who find themselves living on the Effect side of the equation, are typified by pointing to the reasons, outside of themselves, that create the results they are getting in life. They tell themselves and others that: • Life is happening to them • They are just unfortunate and their problems are not their fault. It is because of their upbringing or their circumstance or their boss etc. etc. • They tend to cast blame on others and one of their battle cries is, ‘Why does this happen to me?’ Being at cause in life is simply a way of looking at the world that will support you in being empowered. When you are on the cause side of the equation, you take responsibility for the things that occur in your life and take action to make a change for the better. On the other hand, those who live on the Cause side of the equation act as if they’re responsible for the outcomes in their lives. If something isn’t working, it is likely that they’ll do something to rectify it. They behave like Richard Branson, Oprah Winfrey, Nelson Mandela or Mother Theresa. Each and every one of these people chose to take a path, which meant that they were responsible for their actions. They lived in Cause and as a result they achieve or have achieved great things. Those who live at Cause get Results and those who live in Effect have Reasons. When people don’t succeed and give justifications to themselves why they didn’t make it, they must be aware that this is a form of self deceit. To justify is to give reasons. One of the single most important changes you can make in your life is to consciously move from the Effect side of the equation to the Cause side.
- How accountable are you? Does it depend on the situation or are you always ready to accept responsibility for your decisions and behaviors? On a scale of 1-10, with 1 representing "Never" and 10 representing "Always," rank yourself on each of these characteristics of accountability. They apply equally well to professional and personal situations. Obviously, the higher the score, the better. Take a second look at items on which you ranked yourself at the low end of the scale. What can you do to become more accountable in those areas? And if you’re feeling like perhaps you cannot, are feeling helpless or are justifying a reason why you won’t, think again. What is holding you back in this area of your life?
- Listen. Careful, attentive listening helps you gather up-to-date, accurate information, identify problem situations and promote collaboration. Question. Seek out information and ideas . Request clarification when you don't understand something. Invite and offer feedback. Find out what others think about your ideas and performance. Give honest, constructive feedback to others. Will cover more in the later slides on how to give feedback. Be assertive . Many people ask me about this one. When necessary, confront situations and people in an assertive style that is straightforward and truthful without being threatening or overly aggressive. Ask for what you need to do your job effectively, like information, assistance and support. And don't be afraid to say no. This is one area where people do struggle with, in business, in negotiations, in everyday work, and if you want more assistance in this area, let us know - this is big and has a great impact in everything that goes on for you. Being accountable is one of the fastest ways to earn respect, trust, and promotions. More importantly, it puts you in control of your life . Responding accountably to life's challenges gives you the power to change things. That's the biggest benefit of all.
- 1) Purposeful Know who they are and the reason for being Defines principles that guide efforts Establishes standards of excellence and set examples Finds their voice and values 2) Visionary & Sets Goals - Plan for the future Help others find a sense of excitement in the future possibilities Believe that they can make a difference Know what they want Jointly define and set realistic and consistent expectations and SMART goals with the team 3) Self mastery Responsibility & Accountability Ever Learning Focused Values driven Balanced 4) Communication Develop positive rapport upfront to pave the way for good communication Conveys a message clearly Provides great feedback Good listener Inspirational and influential Use appropriate language that build, challenge, nurture and support the individual in a positive manner. 5) Delegation Leaders help others to take action Equip others with the capacity and power Establish an atmosphere of trust and openness Involve others and encourage collaboration Demonstrate to people that they can win Acknowledge and reward contributions Accept that in today’s interdependent world, there is a shared responsibility for getting things done. Delegate, Don’t Abdicate . Remember if things go wrong, it’s ultimately still your responsibility! Be clear - If you can’t define the task to be delegated, it isn’t ready for delegation. Check understanding of tasks: Take some time to check understanding of the delegated task, including details such as how to get from A to B, resources required, checkpoints and deadlines. How and what to delegate: Get over your excuses for not delegating: I could do it better myself. I don't know if I can trust her to do it. He isn't qualified to do it. She doesn't want any added responsibilities. I don't have the time to show anyone how to do it. There is no one else to delegate to. He already has enough to do. I don't want to give up this task because I like doing it. I'm the only person who knows how to do this. She messed up last time, so I'm not giving her anything else to do. Assume that most people want added responsibilities (don't you?). Assume they are keen to learn. Recognizes that the short term training investment will pay off in the long term. Look around. Even though you're not the boss, there are people who will help you if you approach them in the right way. Delegate routine activities Delegate things that aren't part of your core competency. For small businesses, these include accounting, web site design, deliveries, hardware upkeep, software help, graphic design, travel arrangements, patenting, legal issues and even HR functions such as payroll. Some things you can't delegate: performance reviews, discipline, firing. Create a plan to delegate. Don't give out assignments haphazardly. Invest short term time in training to gain a long term increase in productivity. Others may end up doing a better job than you can or finding new ways to complete a task. Delegate, don't abdicate. Someone else can do the task, but you're still responsible for the completion of it, and for managing the delegation process. 6) Positive Attitude Lead by example Look for opportunities Constantly growing Risk and experiment View failures as opportunities to learn Inspirational and influential 7) An Effective Coach Use appropriate coaching tools that build, challenge, nurture and support the team in a positive manner. Asks the right questions, listens, offers positive feedback, seeks to understand the values and drivers of its team, inspires growth and builds the potential of the team and individual.
- 12 - When Nothing Else Works, Try This Charles Schwab had a mill manager whose people weren't producing their quota of work. "How is it," Schwab asked him, "that a manager as capable as you can't make this mill turn out what it should?" "I don't know," the manager replied. "I've coaxed the men, I've pushed them, I've sworn and cussed, I've threatened them with damnation and being fired. But nothing works. They just won‘t produce." This conversation took place at the end of the day, just before the night shift came on. Schwab asked the manager for a piece of chalk, then, turning to the nearest man, asked: "How many heats did your shift make today?" "Six." Without another word, Schwab chalked a big figure six on the floor, and walked away. When the night shift came in, they saw the "6" and asked what it meant. "The big boss was in here today," the day people said. "He asked us how many heats we made, and we told him six. He chalked it down on the floor." The next morning Schwab walked through the mill again. The night shift had rubbed out "6" and replaced it with a big "7." When the day shift reported for work the next morning, they saw a big "7" chalked on the floor. So the night shift thought they were better than the day shift did they? Well, they would show the night shift a thing or two. The crew pitched in with enthusiasm, and when they quit that night, they left behind them an enormous, swaggering "10." Things were stepping up. Shortly this mill, which had been lagging way behind in production, was turning out more work than any other mill in the plant. The principle? Let Charles Schwab say it in his own words: "The way to get things done," say Schwab, " is to stimulate competition . I do not mean in a sordid, money-getting way, but in the desire to excel." The desire to excel! The challenge! Throwing down the gauntlet! An infallible way of appealing to people of spirit. "All men have fears, but the brave put down their fears and go forward, sometimes to death, but always to victory" was the motto of the King's Guard in ancient Greece. What greater challenge can be offered than the opportunity to overcome those fears?
- The method was probably a bit obvious, but the psychology was superb. It is always easier to listen to unpleasant things after we have heard some praise of our good points.
- Give suggestions, not orders. Never said, for example, "Do this or do that," or "Don't do this or don't do that.“ Say, "You might consider this," or "Do you think that would work?“ "What do you think of this?" “ How do you think it went? How can we improve this?” "Maybe if we were to phrase /do it this way it would be better." Give people the opportunity to do things themselves; no need to command assistants to do things; he let them do them, let them learn from their mistakes. A technique like that makes it easy for a person to correct errors. A technique like that saves a person's pride and gives him or her a feeling of importance. It encourages cooperation instead of rebellion. Asking questions not only makes an order more palatable; it often stimulates the creativity of the persons whom you ask. People are more likely to accept an order if they have had a part in the decision that caused the order to be issued. Eg. Overload / Large order coming through – eg He called everybody together, explained the situation to them, and told them how much it would mean to the company and to them if they could make it possible to produce the order on time. Then he started asking questions: "Is there anything we can do to handle this order?" "Can anyone think of different ways to process it through the shop that will make it possible to take the order?“ "Is there any way to adjust our hours or personnel assignments that would help?"
- Frederic Herzberg, one of the great behavorial scientists, studied in depth the work attitudes of thousands of people ranging from factory workers to senior executives. What do you think he found to be the most motivating factor - the one facet of the jobs that was most stimulating? Money? Good working conditions? Fringe benefits? No - not any of those. The one major factor that motivated people was the work itself . If the work was exciting and interesting, the worker looked forward to doing it and was motivated to do a good job. That is what every successful person loves: the game . The chance for self-expression . The chance to prove his or her worth, to excel, to win . That is what makes foot-races and hog-calling and pie-eating contests. The desire to excel. The desire for a feeling of importance. How can we spur someone on to success? I noticed that the moment a dog showed the slightest improvement, Pete patted and praised him and gave him meat and made a great to-do about it. Why, I wonder, don't we use the same common sense when trying to change people that we use when trying to change dogs? Why don't we use meat instead of a whip? Why don't we use praise instead of condemnation? Let us praise even the slightest improvement. That inspires the other person to keep on improving. I can look back at my own life and see where a few words of praise have sharply changed my entire future. Can't you say the same thing about your life? For example, many years ago a boy of ten was working in a factory in Naples, He longed to be a singer, but his first teacher discouraged him. "You can't sing," he said. "You haven't any voice at all. It sounds like the wind in the shutters." But his mother, a poor peasant woman, put her arms about him and praised him and told him she knew he could sing, she could already see an improvement, and she went barefoot in order to save money to pay for his music lessons. That peasant mother's praise and encouragement changed that boy's life. His name was Enrico Caruso, and he became the greatest and most famous opera singer of his age. be a writer. But everything seemed to be against him. He had never been able to attend school more than four years. His father had been flung in jail because he couldn't pay his debts, and this young man often knew the pangs of hunger. Finally, he got a job pasting labels on bottles of blacking in a rat-infested warehouse, and he slept at night in a dismal attic room with two other boys - guttersnipes from the slums of London. He had so little confidence in his ability to write that he sneaked out and mailed his first manuscript in the dead of night so nobody would laugh at him. Story after story was refused. Finally the great day came when one was accepted. True, he wasn‘t paid a shilling for it, but one editor had praised him. One editor had given him recognition. He was so thrilled that he wandered aimlessly around the streets with tears rolling down his cheeks. The praise, the recognition, that he received through getting one story in print, changed his whole life, for if it hadn't been for that encouragement, he might have spent his entire life working in rat infested factories. You may have heard of that boy. His name was Charles Dickens. What Mr. Roper did was not just flatter the young printer and say "You're good." He specifically pointed out how his work was superior. Because he had singled out a specific accomplishment, rather than just making general flattering remarks, his praise became much more meaningful to the person to whom it was given. Everybody likes to be praised, but when praise is specific, it comes across as sincere - not something the other person may be saying just to make one feel good. Remember, we all crave appreciation and recognition, and will do almost anything to get it. But nobody wants insincerity. Nobody wants flattery. Talk about changing people. If you and I will inspire the people with whom we come in contact to a realization of the hidden treasures they possess, we can do far more than change people. We can literally transform them.
- When it is necessary to change attitudes or behavior: • 1. Be sincere. Do not promise anything that you cannot deliver. Forget about the benefits to yourself and concentrate on the benefits to the other person. • 2. Know exactly what it is you want the other person to do. • 3. Be empathetic. Ask yourself what is it the other person really wants. • 4. Consider the benefits that person will receive from doing what you suggest. • 5. Match those benefits to the other person's wants. • 6. When you make your request, put it in a form that will convey to the other person the idea that he personally will benefit. We could give a curt order like this: " John, we have customers coming in tomorrow and I need the stockroom cleaned out. So sweep it out, put the stock in neat piles on the shelves and polish the counter." Or we could express the same idea by showing John the benefits he will get from doing the task: "John, we have a job that should be completed right away. If it is done now, we won't be faced with it later. I am bringing some customers in tomorrow to show our facilities. I would like to show them the stockroom, but it is in poor shape. If you could sweep it out, put the stock in neat piles on the shelves, and polish the counter, it would make us look efficient and you will have done your part to provide a good company image." Will John be happy about doing what you suggest? Probably not very happy, but happier than if you had not pointed out the benefits. Assuming you know that John has pride in the way his stockroom looks and is interested in contributing to the company image, he will be more likely to be cooperative. It also will have been pointed out to John that the job would have to be done eventually and by doing it now, he won't be faced with it later. It is naive to believe you will always get a favorable reaction from other persons when you use these approaches, but the experience of most people shows that you are more likely to change attitudes this way than by not using these principles - and if you increase your successes by even a mere 10 percent, you have become 10 percent more effective as a leader than you were before - and that is your benefit.
- To check if you are ready to make the decision to live on the Accountable or Cause side of the equation and embark on a coaching relationship with us at Gameplan Coaching, honestly ask yourself the following questions: Do you feel that there is something holding you back from being more successful? Do you have dreams or create plans, but not follow through on them either through lack of motivation or because life gets in the way? Do you know what you want, but are not sure how to get it? When you look back over the past year, do you feel you haven’t made the progress you wanted? Do you find that you do things because you have to, rather than because you want to? Do you find it difficult to get out of bed in the morning to face another day? Do have a difficult time balancing your job, your family, your health and your social life? Would you like to understand how you make decisions and how to programme your brain to look for opportunities that motivate and inspire you? Would you like to clarify what’s important to you and how you can take steps to live a life that is fulfilling? Do you want more success, meaningful relationships, inner peace and the feeling that you life is making a difference? Would you like to have someone in your life who regularly gives you feedback on your progress, celebrates your successes and challenges your limiting beliefs?
- Get some support and guidance: Coach, accountability partner, support group, get skills coaching or training, change your mindset, change habits or focus
- We help business owners, teams and individuals to develop their leadership capabilities and performance so they can achieve their vision & goals, and achieve positive results in business and life.
- There are some free talks and some paid intensive breakfast workshops on small businesses basics and leadership development coming up over the next few weeks in the Pennant Hills area. These are a springboard from my recent success in speaking with small business owners in the area and finding out what their needs are, which are in the areas of planning, goal setting, marketing, and having a mindset change for success. I will keep you posted, and if you are a business owner or one who works with other people, you will want to step up in your leadership skills – strategy alone is not enough, you can handle it, empower yourself with a winning mindset, set yourself up for success any way you can. Breakfast Business Bites: Plan for success and growth in your business. Mix with other dynamic business owners and get some active learning and results-based insights. Great for new business owners and those wanting to revisit their business & marketing plans, goals and the results they are getting. I will be Twittering these free and paid events, so come along – they will be LIVE events in Sydney. Check out my website, they are also posted there.
- Email me so you can receive your e-report.