By Greg Bustin
Accountability is among the largest demanding situations enterprise leaders face, however it can be probably the most vital components resulting in good fortune. This groundbreaking e-book explains why and how.
Top enterprise advisor and speaker Greg Bustin has devoted a occupation to operating with CEOs and the management groups of businesses in this an important subject. during the last 5 years, he has interviewed and surveyed greater than 3,200 executives round the world—from such widespread businesses as Marriott, box shop, Ernst & younger, Sony, Herman Miller, Nucor, and Southwest Airlines—to know the way high-performing enterprises effectively create and maintain a tradition of objective, belief, and achievement. alongside the way in which, Bustin built a collection of management instruments that may bring up responsibility and force good fortune for any kind of organization.
Accountability will rework how you deal with, continue, and inspire your self, your workforce, and, finally, your...
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Additional info for Accountability. The Key to Driving a High-Performance Culture
ACCOUNTABILITY: EXECUTIVES’ BIGGEST THREAT In a survey of senior executives by the American Management Association, only 3 percent of executives said their company is “very successful” at executing their strategic plans. 1 In other studies examining organizational performance on a global basis, the statistics are even more troubling. A study of global companies by McKinsey & Company analyzed revenue growth and profitability over a 10-year span. 2 Based on hundreds of engagements and data I have collected over a five-year period from more than 3,200 CEOs and their key executives from around the world, lack of accountability is the single greatest threat to achieving consistent levels of high performance.
The people on our team can’t think for themselves. He let me down. These people don’t report to me, so I have no control on work product. I didn’t know I was allowed to make that decision. I didn’t understand the assignment. It wasn’t my job. The changes we made are preventing me from getting things done. My team won’t like me if I confront their performance issues. The people here are not team players. That person is a family member and the rules don’t apply to her. We can’t seem to keep our best people so we are not very effective.
Actually, the culture is stronger now,” said Casey Shilling, vice president of public relations and marketing communications who works directly with Tindell and who joined the company in 1997. With an investment of $35,000, Tindell (chairman and CEO), Boone (chairman emeritus), and architect John Mullen originated a new retailing concept: a store devoted exclusively to storage and organization. The first store opened on July 1, 1978, in a 1,600-square-foot retail space in Dallas and was filled with products such as commercial parts bins, mailboxes, popcorn tins, burger baskets, milk crates, and wire leaf burners that consumers couldn’t find in any other retail environment.