Six Key Principles of Corporate AccountabilityWritten by Bruce Klatt and Shaun Murphy
The foundation of any business transaction is promise of fair deal. In complex organizational relationships, it is all too easy to lose sight of existence and terms of this deal. On surface, that employer/employee relationship, called a job, is a fair deal wherein employer’s money is traded for employee’s time and talent. The deeper reality, however, is that employer is actually trading resources for a set of desirable results, which employee is expected to deliver. The promise to faithfully deliver as agreed by both parties is essence of accountability. We recommend that organizations give voice to their accountability through a document called an Accountability Agreement. An Accountability Agreement clearly states results that each member of an organization, from most senior to most junior, is expected to bring about [For specific examples of Accountability Agreements, please see our online tool at http://www.AlignOnline.com]. The following six principles form foundation for negotiating and understanding accountability. Together they form a practical theory of accountability, transforming effect it can have on an organization, and its essential role in creating significant business results. I. Accountability is a Statement of Personal Promise Accountability is both a promise and an obligation to deliver specific, defined results. Accountability, as we define it, does not apply in an abstract way to departments, work groups, or entire organizations. Accountability applies to individuals and their personal promise that these functions will deliver agreed results. Accountability is first and foremost a personal commitment to organization and to those organization serves. It is more than just trying, doing your best, or behaving in certain ways. Accountability empowers individuals to push their circle of influence outwards in pursuit of results. II. Accountability for Results Means Activities Aren’t Enough Everyone in an organization, from CEO to janitor, has some piece of business and a corresponding set of results which are theirs to achieve. Distinguishing results from activities requires a shift in traditional thinking built on an awareness of why we do what we do. For example, a typical supervisor’s job description includes activities such as “training,” “performance evaluations,” and “timely communication”. In contrast, a supervisor’s accountabilities should include a result such as “the success of all direct reports.” This concept addresses common observation that everyone is busy but only some people are productive.
| | Success From Failure Is As Simple As Focus, Plan, ExecuteWritten by Timothy Spaulding
You excitedly signed up for that pre-made money generating website you saw in a popbehind window. You signed up for affiliate IDs. You set up your autoresponder and signed up for several “traffic generators”. You read writings of all internet gurus. Then you sat back and waited to pull in those MASSIVE PROFITS!Its now a year later and what do you have to show – 150 subscriptions to your ezine and a couple of downline affiliates. You are disgruntled, dejected and more broke than you were when you started this venture. You feel that it is time to give up. Don’t. A major breakthrough leading to increasing success in your home business may be just around corner. Here are a few steps to take before throwing in towel. Why did you start? When you first signed up there were circumstances in your life that led you to look for a home business opportunity. These may have been due to a job loss, desire for more time with your family or need to supplement retirement income. Whatever reason, most likely they still exist. Write them down. Put it in big letters on a single page and post it where you will be likely to see it several times a day – on bathroom mirror, on refrigerator, on a kitchen cabinet, bedroom door – somewhere that you will see it and remind yourself of ultimate goal. Focus When you started you become excited about a product or service. But along way you have been bombarded with “next best thing”. It’s easy to get started but then but when it comes down to DOING what you start, it gets hard and doesn't happen as fast as you would like it to. Jack Humphrey, in his article “Focus and Fear of Success - The Biggest Monkey on Your Back?” says “The problem lies with your focus and your fear of success. You must CHOOSE opportunity you are passionate about, or create a product you stand behind and love, and then hunker down for long-haul! Make yourself do everything you are taught to do to build your business and build it - all way or not at all.” Create/retool your marketing plan
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