 Every
organization has a unique culture which is defined,
in part, by the values it possesses. These values
are as wide and diverse as the companies that
hold them and can be grouped into two categories:
core cultural values, and secondary cultural values.
Core cultural values are the values that largely
make up an organization’s culture and identity.
Remove any of these values and the organization’s
identity and culture can be expected to change
significantly. Secondary values are also important;
however, these values play a lesser role in determining
an organization’s cultural identity.
In helping to transform the culture in a number
of organizations, I have found that there is one
cultural value that no organization can do without:
Personal Accountability. An organization that
places personal accountability at the core of
its culture requires employees to take responsibility
for their actions, focus on how each individual
can personally contribute to the organization’s
success, and abstain from blame, procrastination,
and victim thinking.
I have identified the following five signs that
personal accountability isn’t a core cultural
value:
1. The “Blame Game”
– It sounds like, “Who dropped the
ball?” Nobody takes responsibility for anything
and finger pointing is rampant. Poor performance
and lackluster results are always another department’s
fault or someone else’s fault.
2. Victim Thinking –
It sounds like, “Why do we have to go through
all this change?” or “Why doesn’t
anyone tell us what is going on?” or “Why
can’t they communicate better?” Statements
like these are a clear sign that team members
in your organization are exhibiting victim thinking
and not focusing on what they can do to improve
their situation and their organization. Organizations
that value personal accountability don’t
play victim to circumstance, but rather adapt
to change and take proactive steps to better their
situation.
3. Procrastination
– It sounds like, “When will I be
appreciated?” It is characterized by team
members who allow opportunities to slip by and
delay action until the last possible minute (or
until it is too late!) Procrastination is often
a direct symptom of the first two items –
the blame game and victim thinking.
4. Creativity Problems –
It sounds like, “I can’t do my job
effectively until I have better tools.”
Poor performance is often blamed on a lack of
resources or equipment. Organizations that value
personal accountability come up with creative
solutions to problems using the resources available
at the time.
5. Belief Problems – It
sounds like, “I have to go to work.”
In this case team members do not buy into, are
not aware, or do not understand their organization’s
mission, vision, and values. John Miller, author
of QBQ! – The Question Behind the Question
– said it best: “believe or leave!”
An organization’s core cultural values are
critical to its identity. There is not value more
critical to an organization’s success than
personal accountability. This value will never
stand at odds with the other values an organization
holds, and can have a place in any organization’s
culture .The best thing about personal accountability
is that it is a value that can be consciously
adapted as a core cultural value. If any of the
five items above describe your organization there
is a good chance that it lacks personal accountability
as a core cultural value.
John Miller’s book –
QBQ! – is a great guide for developing and
improving the level of personal accountability
in your organization. The book is a quick read,
suitable for team members at all levels of an
organization, and will open your eyes to the importance
of personal accountability within your organization.
Click
here to purchase QBQ! – The Question
Behind the Question online or feel free to contact
us for more information about creating a culture
that values personal accountability.
Now go maximize possibility!
1-866-988-RAIN
Copyright 2008
The Rainmaker Group, Inc.
More Articles on Personal
Accountability
|
