Strategy transition to Create Accountability For Results
Updated: May 20, 2020
There are too many leaders who try to take short cuts when tasked with changing the strategy of an organization. when they state, “We want a higher profit margin,” they think that employees will jump to action and align their work with this broad and poorly conceived goal. It just doesn’t work that way!
In this article, we'll have an introduction to how to change a strategy, and steps to have a culture of accountability. you have to integrate that change from the very top of your organization to the very bottom.
Use the results pyramid to achieve your goals.
Managers form a company’s culture every day in the experiences they create for employees. Employees, in turn, learn how things are done, and an organizational culture establishes itself.
Not all company's cultures are good, maybe they cause damages not passing in a good way. so leaders need to focus on creating a culture that is beneficial for the company as a whole, from the lowest levels all the higher.
The first step is to define your goals and a strategy to reach them and to create your culture, you have to understand the results pyramid.
The three main components of the results pyramid are experiences, beliefs, and actions. Experiences promote beliefs, beliefs impact actions, and actions generate results.
A culture of accountability will make your organization perform at higher levels.
There is a thin line that separates great organizations from poor ones and there are two modes of acting: above the line and below the line. Only one promotes accountability.
Above the line, we can move toward accountability in those simple steps.
First, we should see it, by good and honest communication with other people, by having space for considering employee's viewpoints and by exchanging feedbacks with other people.
Second, we need to own it by accepting the goals and priorities of the organization’s mission as one’s own.
Finally, we should do it, and perform the tasks we said we would, focus on our priorities and be reliable.
After this, everyone in the organization can make decisions of their own. In this way, we're taking above the line steps, and we'll have a culture of accountability.
Below the line, we refuse to accept responsibility and instead become obsessed with blame games. Below the line actions will only harm your organizational culture.
Accountability shouldn’t be like a punishment or making people afraid of being asked, “Who’s accountable for this?”. It should instead be empowering. Accountability isn’t about getting caught or failing but should be as playing a vital role in reaching organizational goals.