Accountability: The Rim of the "Wheel of Management".
In previous articles in the series of articles entitled "The Wheel of
Management"we talked about organization, delegation,
measurement, evaluation, communication and discipline, each
critical components of an effective management system, and
we saw that all of these processes had a common theme.
All of the processes also had a common
objective - the fostering of a climate of
accountability:
Article Reprint Rights
Any article from this site may be
reprinted in any format providing the following acknowledgment is
included.
Accountability, The
Rim of the "Wheel of Management".
This is the final article in the series entitled "The Wheel of Management".
In previous articles we talked about organization, delegation,
measurement, evaluation, communication and discipline, each critical
components of an effective management system, and we saw that all of
these processes had a common theme:
Tell your people what you expect
them to do;
Measure their accomplishment;
Give them feedback; and
Reward or discipline them as the
case may be based on that accomplishment.
Now we must ask ourselves whether all of
the processes also had a common objective and a little thought will
tell you that the answer is a resounding "Yes!"
Unquestionably the common objective is the fostering of a climate of
accountability among our employees. Accountability, the attribute
that makes the organization run smoothly, the thing that absorbs the
potholes along the way, yes accountability is truly the Rim of the
Wheel of Management. And accountability happens because of the way
we manage!
Perhaps this comes as a surprise because the common misconception is
that we look for employees who are accountable. Looking doesn't
work! We have to make them accountable, and making them accountable
means that it is our job! This is what managers do. So, sorry guys
and gals, those of you who lament that your people are not
accountable, well, suck it up because it is your fault!
Now this may seem harsh, and it is. It is because it is not hard to
do all the things we have discussed, it just takes a little resolve
to really be a manager, and a little effort to get the small amount
of knowledge necessary. The worst part is that it is actually easier
to manage well than it is to manage badly. If you take the time to
master the skills that we have discussed, it will be a weight off
your mind because the things you have always wanted will really
start to happen.
The greatest reward about doing what I do is when one of my clients
comes to me and says, "You really gave me my life back. I was
beating myself up the wall, making less money than when I was
employed, and you changed all that." I don't correct him even though
I know that it was him who actually changed all that, all I did was
provide the knowledge that he needed.
The best part about all this is that accountability also means
profitability. This means that any investment you make in gaining
the knowledge to become a better manager is repaid several fold by
improvement in your bottom line. This must be one of the most unique
of all opportunities, make your job easier, and make it more
profitable. Boy what a deal!
The Author
After 25 years consulting to small and medium sized companies,
Mike Anderson, principal of Train Me To Be a CEO
realized that the most important part of his work was training the CEO,
and the reason he was such a good consultant was that he did that very
well.
Trained as an engineer, he became a CEO of
a midsize corporation at the age of 35. After a spell at Harvard
Business School he entered the world of consulting.
3. Ongoing mentorship. Begins with a minimum two
day one on one, but continues with monthly or quarterly follow up
sessions. (Smart and probably Best!) .
References
A New England Contractor
"Mike Anderson has been working diligently
with the upper management team at (our firm). Mike is extremely
knowledgeable and has an exceptional way of dealing with many different
personalities. He has worked very closely with the Sales Team to
impress upon them the importance of using a consistent method of
estimating. He was instrumental in restructuring our accounting
procedures."
