creating the conditions of accountability from the top down christine coward, lcsw, acc neill...
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Agenda for Today Saints, Sinners, and Save-ables Model for creating the conditions of accountability Self-assessment Coaching in pairs Wrap-up, Q&A, Check-outTRANSCRIPT
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Creating the Conditions of Accountability From the Top Down
Christine Coward, LCSW, ACCNeill Edwards, M.A.
April 8, 2010
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Leadership Without ExcusesDrop the drama, fix the fingerpointing,loseyour delusions and make things happen!
By Jeff Grimshaw, Gregg BaronPublished by McGraw Hill Business, 2010
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Agenda for Today Saints, Sinners, and Save-ables Model for creating the conditions of
accountability Self-assessment Coaching in pairs Wrap-up, Q&A, Check-out
![Page 4: Creating the Conditions of Accountability From the Top Down Christine Coward, LCSW, ACC Neill Edwards, M.A. April 8, 2010](https://reader035.vdocuments.net/reader035/viewer/2022070606/5a4d1b667f8b9ab0599b09e1/html5/thumbnails/4.jpg)
Saints, Sinners, and Savables
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Go Find Me a Rock…
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6
Situational factors (Communication, Leadership,
Process, Rewards, etc.)
Positive consequences
follow performance
Expectations are clear
Negative consequences follow
non- performance
Expectations are credible
Conditions of Accountability Model © 2003 CRA, Inc.
Accountability Model
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Create Clear Expectations Don’t assume your common sense is
their common sense How is their performance going to be
evaluated? What would actions would result in a positive evaluation?
Be clear about timelines Encourage clarifying questions, check
for understanding
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Ensure expectations are credible and reasonable Share rationale for why they are supposed to
do what they are supposed to do Ensure they have the capacity - time and
resources - to do what’s required Ensure they have the capability Give credible guidance when choice they
make will support one org value at expense of another
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Create compelling positive consequences for high performance Treat top performers differently than
average performers Minimize negative consequences for top
performers (such as giving more work) What you choose to reward sends a
“louder” message than what you say is important
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Ensure timely negative consequences for poor performers Withhold negative consequences until you are
clear that clarity and credibility of expectations are in place, and if continuous and candid performance feedback has been provided
Use negative consequences to treat low performers differently than average or high performers
Give negative consequences predictably, consistently, and fairly
It’s not what you say, it’s what you do
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Self-assessment
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How is Your Leadership Accountability?? On a scale from 1-10 please rate
yourself in the following areas:1. I create clear expectations2. I am credible and realistic when giving
expectations3. I reward high performers4. I negatively consequence low
performers
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Wrap-UpThank you for participating today!!