Achieving Results

through
GREATER ACCOUNTABILITY

ƒ Increase Revenues ƒ Performance Improvement ƒ Change Management

ƒ Reduce Costs ƒ Leadership Development ƒ Personal Development

ƒ Implement Key Initiatives ƒ Teambuilding/Alignment ƒ Accelerating Culture

Change

Creating A Culture Of Accountability ®

©2009 Partners In Leadership. All Rights Reserved. PIL White Paper - 0909A-E-ENG
 TABLE OF CONTENTS

Introduction: Creating A Culture Of Accountability® ...........................1

Premise: Accountability--A Flawed Definition ....................................2

Accountability Begins: Clearly Defined Results ..................................3

The Next Step: Alignment ...............................................................4

Creating Accountability: Eliminating the Blame Game ........................5

Sustaining Change ..........................................................................6

Where to Go From Here ...................................................................7

Copyright ©2009 by Partners In Leadership. All rights reserved.

No portion of these materials may be copied, reproduced, or distributed in any form, electronic or mechanical, including photo copy, recording, or
by any other means, without the express, written permission of Partners In Leadership. The trademarks referenced herein as registered, are registered
in the U.S. and/or other countries.
i

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 INTRODUCTION: CREATING A CULTURE OF ACCOUNTABILITY ®

KEY SHIFTS
Creating higher levels of accountability in business seems Motivation For Outsourcing Training
to be a topic on every corporation’s agenda. Most companies
30
can draw a link between the results they are achieving and the
level of accountability they see manifested throughout their Accountability
organization. Knowing how to create and sustain a culture of 20

accountability for most organizations is the greatest challenge.

10
Companies that are operating with a high level of accountability
are organizations that have been able to:
21%
0
1 2 3
1. Clearly define their results
Diagram 1 - According to the 2005 ASTD State Of The Industry
2. Create alignment around those results Report, 21% of companies outsourcing training are doing so to
increase accountability.1

3. Instill accountability needed to deliver those results

Organizations are able to do so by making several key shifts in
4. Sustain change the way people think and act:

How do successful organizations enable their people to take Externalizing vs. Internalizing the Need for Change
ownership for delivering on their intended results? Staying People have a tendency to externalize the need for change. Most
competitive usually means finding practical answers to that people are quite skilled at recognizing there is a problem. For
question. From our perspective, creating higher levels of example, “I sure wish marketing would start doing their job
ownership often drives better results and increases the value better” or, “I wish management would be more responsive.”
and growth of the company. To be truly effective in today’s People inherently struggle, however, with the ability to define
corporate environment, leaders must be able to help find ways themselves within the problem. An accountable mindset is one
to create higher levels of ownership and joint accountability for that says, “If I’m part of the problem, I’m part of the solution.”
achieving key results.
Blaming Others vs. Taking Accountability
Human nature drives people to blame others when things are
going wrong. For some organizations, the Blame Game has
Key Shifts become so commonplace that it becomes not only accepted but
From To expected when someone doesn’t deliver. Organizations that are
able to instill a Culture of Accountability are able to take all of
Externalizing Internalizing The Need the time, energy and resources employed in the Blame Game
For Change and channel them into a consistent focus on the organizational
results.
Blaming Others Taking Accountability
Doing the Job vs. Achieving the Result
Doing The Job Achieving The Result Most leaders are fairly capable when it comes to creating
accountability for activity levels. Less common is a leader who
Working In Silos Collaborating has created accountability around organizational results – a key
shift in Creating A Culture Of Accountability.
Telling People Engaging The Hearts
What To Do And Minds Of People Telling People What to Do vs. Engaging the Hearts and Minds of
People
Diagram 2 - Key Shifts The “Tell Me What to Do” Culture is a culture where people
check their brains at the door, punch the clock, and check off
the list of activities that define their job. This activity-oriented
mentality tends to be devoid of pro-activity because, “No one is
telling me what to do” A critical shift is engaging the hearts and
minds of people instead of just their hands and feet.
1
2005 ASTD State of the Industry Report 1

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 PREMISE: ACCOUNTABILITY--A FLAWED DEFINITION

THE TRADITIONAL VIEW

Most people view accountability as something that belittles The Oz Principle® The Typical
them, happens only when performance wanes, or occurs Accountability Accountability
when problems develop or results fail to materialize. In fact, Question Question
many think accountability only arises when something goes the R
wrong or when someone else wants to isolate the cause of E
“Who is “Who is
the problem--all for the sake of pinning blame and pointing
accountable S accountable for
the finger.
for achieving U failing to achieve
When the organizational ship is sailing along smoothly
the result?” L the result?”
and failure has not yet sunk the ship, people rarely ask, T
“Who is accountable for this success?” Only when the hull
springs a leak does anyone start looking around for the Diagram 3 - Accountability Definition
responsible party. As a result, the notion of accountability
for many employees has taken on a hard, critical edge that
is often negative. The better question to ask is, “Who is justify poor results. A more positive and powerful definition
accountable?” before it’s too late. This needs to occur prior of accountability can do more to achieve outstanding results
to deadlines, and in advance of the problems. By establishing than all the finger pointing and blaming that typically
accountability up front, people are enlisted and empowered occurs.
to do all they can to ensure the desired result.
In Diagram 3, the question on the right is really asking, “Who
Most dictionaries present a definition of accountability that is to blame for this?” It is activity focused rather than result
promotes a seemingly negative view. Consider Webster’s focused. When considering these two approaches, which
definition: of these two approaches will have the greater impact on
fostering and improving an organization’s ability to achieve
“Subject to having to report, explain or results--the ‘before-the-fact’ approach or the ‘after-the-
justify; being answerable, responsible.”2 fact’ way of establishing blame?

Notice how the definition begins with the words “subject THE ALTERNATIVE VIEW
to,” implying little choice in the matter. This confession- Consider the following alternative definition of
oriented and powerless definition suggests what we all have accountability:
observed--accountability is viewed as a consequence for
poor performance; it’s a principle you should fear because it “A personal choice to rise above one’s
will only end up hurting you. Little wonder people spend so circumstances and demonstrate the ownership
much time avoiding accountability and trying to explain and necessary for achieving desired results.”

This definition suggests a mindset or attitude of continually

asking, “What else can I do to rise above my circumstances
and achieve the desired results?” It involves a process of
seeing, owning, solving, and doing, and requires a level of
ownership that includes making, keeping, and answering
personal commitments. Such a perspective embraces
both current and future efforts rather than reactive and
historical explanations. Armed with this new definition
of accountability, organizations can help leaders and
employees do everything possible to both overcome difficult
circumstances and achieve desired results.

2 2
Webster’s Dictionary

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 ACCOUNTABILITY BEGINS: CLEARLY DEFINED RESULTS

DOING THE JOB VS. ACHIEVING THE RESULT

The first step towards Creating A Culture Of Accountability
Senior Management Teams
is to define clear results within an organization. Nine out
of ten companies have either not clearly defined results Don’t Clearly Define Results
or have failed to communicate them broadly. It is virtually
impossible to create a culture of accountability if people are
unclear about the key results they are expected to deliver. 10%

Whether the focal point is a sales goal, a specified delivery

period for a product, or a minimum return on investment
to achieve, people have to be clear on the direction. Once a
company-wide direction has been decided, accountability
requires that employees from the bottom to the top are 90%
clear on the results.

Leaders will often say: “I don’t care how you do it, just
get it done!” Many times, organizational charts and job
descriptions push people into boxes. They give people Diagram 4 - Nine out of ten senior management teams do not clearly
the idea that they are getting paid and using their skills define company results
to perform a defined function or set of tasks. This task-
oriented mindset leads people to believe that if they perform ask, “What else can I do?” until the results are achieved.
their functions, they’ve done what they’re supposed to do, Rather than treating the circles in Diagram 5 as mutually
whether or not the desired result was achieved. exclusive, they lead their people to recognize their “job” as

Doing
The Job
Doing Achieving
IS
The Job The Result
Achieving The
Result

Diagram 5 - Doing the Job versus Achieving The Result

People are accountable for doing their job, but they’re not achieving the desired results. This mindset can become part
accountable for delivering results. of the culture only if people clearly understand the results
they are expected to deliver.
Creating accountability requires that doing
the job and delivering the result are one in the
same. Creating accountability means the job is
not done until the result is achieved.

Effective leaders operate on the premise that people are

more productive when they focus on achieving the result.
They lead people beyond the boundaries of their jobs and
inspire them to relentlessly pursue desired results by
creating an environment that motivates them to repeatedly
3

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 THE NEXT STEP: ALIGNMENT

CREATING ALIGNMENT
feeling accountable for such results. A company gets out of
Without clarity, there can be no alignment. The targeted result
alignment when managers work on isolated results. Having a
must be clear to everyone on the team and then the results must
common focus and sharing accountability for key results keeps
be shared. Each team member must share accountability for
them united. The quality control manager is as committed
achieving the result.
to achieving the bottom line as the financial manager is
committed to quality. They share a sense of ownership for key
Many management teams confuse agreement and alignment.
results.
Alignment means that a team may have some measure of
agreement but not necessarily total agreement. This means
MAINTAINING ALIGNMENT
that a team can have some disagreement and still be aligned.
While managers need not agree with every decision, each of
In fact, an organization cannot have true alignment without
them must actively promote every senior management decision.
disagreement.
This means owning the decision as if it were their own. This is
essential to maintaining alignment. Leaders can promote a
True alignment does not occur until people have had the
particular decision in three important ways:
opportunity and assume the accountability to say what they
really think in a manner that lets them work issues through
and gain some buy-in. Disagreement inevitably accompanies 1. Advocating a decision translates to more vigorous and
the process, and that can be good. People who entirely disagree proactive support.
with a course of action will find it difficult to stay in alignment
for long. 2. Sponsoring a decision involves taking vocal
ownership of the decision and linking your success to
Alignment does, however, bring agreement--the agreement its success.
to move forward, the agreement to support the direction
or decision, and the agreement to speak up if you become 3. Championing a decision means actively leading
unaligned. It is essential to work with people to develop some people in efforts to make it a success and keeping it on
level of agreement about where the organization is headed the daily agenda.
and why.
Alignment does not require every senior manager to champion
every decision, but when each leader champions or sponsors
Unfortunately, a company’s culture does not maintain
three or four key initiatives, the company makes great
alignment by itself. Alignment is a process, not an event. It is a
progress.
process because the forces working to push the company out of
alignment are constant.
The goal of alignment is to think and act as a team. Alignment
is not an event--it’s a process. There are always forces working
“Our organization never seems to be aligned!” to throw the team out of alignment. Few of these forces can
be addressed effectively by changing the structure of the
Companies frequently get mired in their attempts to gain organization. People will reliably produce results if they have
alignment around their key results. Even the world’s most an aligned team at the top leading them.
successful companies and leadership teams consistently
struggle to create and maintain alignment.

Alignment begins at the top. It refers to a shared

understanding of the results the organization must RESULTS RESULTS
achieve, and of the actions needed to achieve those results.
If a company is out of alignment, if people lack a shared
understanding of the targets and the means of achieving
them, organizational structure becomes a side issue. The
leadership team must create it, starting with themselves.

Creating alignment means moving from just one manager

feeling accountable for quality, customer service, or
financial performance to everyone in the organization Without Alignment With Alignment

Diagram 6 - Alignment On Results

4

©2009 Partners In Leadership. All Rights Reserved. www.partnersinleadership.com | www.ozprinciple.com | Phone: 1-800-504-6070
 CREATING ACCOUNTABILITY: ELIMINATING THE BLAME GAME

ABOVE THE LINE® VERSUS BELOW THE LINE® a story about what measures were taken to overcome the obstacles
The process of creating clarity around results and alignment in the way of achieving the result. In an Above The Line culture,
around their delivery also reduces the amount of time people people are constantly asking, “What else can I do?” as opposed
devote to the Blame Game. Minimizing the to the Below The Line question of, “How else
Blame Game, a hindrance so prevalent in CREATING A CULTURE OF can I explain and justify why I didn’t get the
ACCOUNTABILITY
®

many organizations today, is a crucial step results?”

in creating higher levels of accountability. ABOVE THE LINE [ STEPS TO ACCOUNTABILITY ]
® ®

Below The Line habits of thought and action

Diagram 7 summarizes the trap into which DO IT
®
are where people and organizations often
many organizations fall when addressing SOLVE IT
®
go when results aren’t forthcoming and
accountability. OWN IT
®
performance is lacking. These habits of mind
and behavior can become so accepted as
The chart is divided by something we simply SEE IT
®

part of an organization’s culture that people

call “The Line.” Below The Line is where
®
become unaware of their pervasiveness. The
one sees the Blame Game, where the focus
THE LINE behaviors simply allow people to avoid or
is on why results are unachievable. Above
deflect accountability for something that has
The Line are the Steps To Accountability,
® ® WAIT & SEE
happened or something that should have
focused on what else is needed to deliver COVER YOUR CONFUSION/TELL
happened but did not.

©2009 Partners In Leadership IP, LLC. All Rights Reserved.

TAIL ME WHAT

results. Above The Line attention is on TO DO

working with those things that can be FINGER IT'S NOT MY

These behaviors occur on both the individual
controlled taking the initiative to identify POINTING JOB
and the collective levels. An individual or an

PIL Steps card - 0408B-C-ENG

IGNORE/

and implement solutions. In short, an Above DENY

entire organization can be functioning Below
The Line mentality gets results, fulfillment, The Line relative to a specific result they are
BELOW THE LINE [ THE BLAME GAME ]
®

and forward movement. trying to achieve.

www.partnersinleadership.com
Below The Line is where the focus is centered Organizations that have people consistently
on what cannot be controlled. People will Diagram 7 - The Steps To Accountability Chart operating Below The Line always pay a price.
feel victimized and frustrated; they become Energy that could be focused on achieving results
frozen in their actions and don’t seem to ever move forward is instead focused on explaining and justifying why results are not
professionally. being delivered. Organizations that are able to lift people Above
The Line and maximize the amount of time they spend there
When individuals are Below The Line they have a story
significantly improve the performance of their organizations.
explaining why they cannot deliver. Above The Line, they have

Common Below The Line® Phrases:

Ignore/Deny: It’s not my Job:
“What number did you think we were trying to achieve?” “I delegated that to my people.”
“From where we sit, we don’t see a problem.” “That’s not what I’m paid to do.”
“That’s not what my reports are telling me.” “I’m not concerned about things outside my realm of
responsibility.”
Finger Pointing:
Confusion/Tell Me What To Do:
“It’s the IT Department’s fault”
“Which did you want us to focus on, quality or quantity?”
“Marketing gave us bad forecasts.”
“I thought you said customer satisfaction is how we would
“Don’t blame me. That’s what the boss told us to do.” be measured.”
“If you had told us it was that important, I would have done it.” “Why don’t you tell me exactly what to do and I’ll go do it.”

Cover Your Tail: Wait And See:

“We hired the best in the business and they recommended “We’ve got everything in place to have an outstanding year
that we do this. Look, it’s right here in the report I sent you.” next year.”
“I warned you that this would happen – here’s a copy of the “Time will tell.”
email I sent you.”
“We’re just waiting on a decision.”
Diagram 8 - Below The Line Behaviors 5

©2009 Partners In Leadership. All Rights Reserved. www.partnersinleadership.com | www.ozprinciple.com | Phone: 1-800-504-6070
 SUSTAINING CHANGE

IMPLEMENTATION
Unfortunately, we find many leaders walk away from training with
the following complaint: “This was a great day, but I don’t really
know how to apply it.” We think they ought to be saying: “This was
a great day and I know exactly what I am going to do to apply it in
our company to achieve our results.” Implementation cannot be
assumed. It must be planned.

If people are not clear on what they’re going to start doing, as well as
what they’re going to stop doing, by when, and how they’re going
to measure it, then it’s difficult to sustain change. Implementation
and follow through have to be built into the process.

A Few Words on Outsourcing

Many training organizations claim to have the magic bullet for solving culture problems. When you seek outside help for
improving accountability, be sure to ask the following key questions:

Who are the company’s clients? This question alone will not reveal the quality of a training process, but may provide
insight if the clients are respected, industry leaders.

How long have they been conducting accountability training? Ask the company to back up their claims with examples.
Speaking directly with their clients can be the greatest help in determining the impact of the training.

Do you actually conduct the training? Ask to speak directly with the individual who would be conducting the training.
Many training companies will outsource their sales and marketing efforts to people/companies who can “talk the
talk” but don’t truly understand “the walk.”

Where do your methodologies originate from? Some companies that train on accountability do so with materials that
are in the public domain but don’t originate with that company. It’s difficult to overstate the importance of working
with experts who not only understand the concepts of accountability, but also have a track record for operationalizing
it within organizations.

©2009 Partners In Leadership. All Rights Reserved. www.partnersinleadership.com | www.ozprinciple.com | Phone: 1-800-504-6070
 WHERE TO GO FROM HERE

ABOUT PARTNERS IN LEADERSHIP

Partners In Leadership, Inc. is a widely respected international management consulting and training company. Founded in 1989, the
company has grown to become the premier provider of Accountability Training® Services around the world with over 700 clients in
56 countries. They are The New York Times Bestselling authors of the books, The Oz Principle: Getting Results Through Individual and
Organizational Accountability, Change the Culture, Change the Game: The Breakthrough Strategy for Energizing your Organization and Creating
Accountability for Results, and How Did That Happen? Holding People Accountable for Results the Positive, Principled Way.

THREE TRACKS TO CREATING GREATER ACCOUNTABILITY

Partners In Leadership has created a comprehensive training program for Creating A Culture Of Accountability® with their unique
Three-Track approach that systematically builds capability and leadership at every level of the organization.

self track culture track others track

The TAKING Personal The BUILDING An Accountable The HOLDING Others
Accountability Track ™ Culture Track ™ Accountable Track ™
This one-day training is based on The This one-day training is based on The New This one-day training builds on the principles
New York Times Bestselling book, The Oz York Times Bestselling book, Change the and methods that form the basis on The New
Principle: Getting Results Through Individual Culture, Change the Game: The Breakthrough York Times Bestselling book, How Did That
and Organizational Accountability. Strategy for Energizing your Organization and Happen? Holding People Accountable for Results
Creating Accountability for Results. The Positive, Principled Way.

This track helps individuals take greater This process helps leadership teams use The Using the Accountability Sequence model, TM

personal accountability for achieving Results Pyramid to define the shifts in the
®
training participants learn how to hold
organizational results by learning how to way people need to think and act to produce others accountable in a positive principled
operate Above The Line while taking the
®
key organizational results, create alignment way that ensures the fulfillment of
Steps To Accountability. Accountability for
®
at all levels of the organization around those expectations and learn what to do when faced
key organizational results is tied directly to shifts and then implement the key cultural with unmet expectations. Here, leadership
individual work objectives and participants management tools essential to accelerating capability is developed as participants learn
learn how to consistently See It, Own It, the shift to a Culture of Accountability.® to master the Why-What-When model of TM

Solve It, Do It. ®

This high-impact, results-oriented process communicating expectations, along with a
builds accountability at every level and number of other practical tools and models
across functional boundaries for thinking that are easily remembered and applied.
and acting in the manner necessary for
achieving results.

WORKSHOPS  SPEAKERS  TRAINING

CONSULTING  COACHING
7

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 ■ Corporate Training ■ Speakers and Keynote Addresses
■ Sales Organization Training ■ Executive Coaching
■ Train-The-Facilitator ■ Business Consulting Services

For more information, please contact us at:

Partners In Leadership, Inc.

27555 Ynez Road, Suite 300
Temecula, California 92591

office: (800) 504-6070

fax: (951) 694-1426
contactus@ozprinciple.com

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