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Organizational Accountability Warning Flag 3 – Artificial Retainer Driven Complacency

StrategyDriven Organizational Accountability Warning Flag Article“The wheel that does the squeaking is the one that gets the grease.”

Josh Billings (1818 – 1885)
American humorist

It’s a natural human tendency to seek the path of least resistance. For executives, managers, and supervisors, this practice translates into assigning the difficult and emergent work activities to top performers, diverting work away from under-performers, and avoiding employee confrontations. The latter action erodes accountability. Leaders who do not address the shortcomings of under-performers including the provision of overly positive (even if neutral) feedback and unearned rewards (relative to top performers) loudly proclaim the merits of non-performance. Continued high performance and retention of top talent reinforces these errant practices until one day the lack of accountability drives the company’s best employees to a competitor’s business.


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Additional Information

Additional information regarding artificial employment restraints and how individuals can overcome them is contained within the StrategyDriven Professional Development article, Artificial Employment Restraints.

Organizational Accountability Warning Flag 2 – Time-based Performance Assessments

StrategyDriven Organizational Accountability Warning Flag ArticleHow often have you, as an executive or manager, looked at the cars in the parking lot as you come into or depart from your workplace and said to yourself, “So and so are really contributing to the organization,” based on seeing their cars. Or seeing no one else’s car reflected on your own performance as, “I’m a top contributor. I put in more hours than anyone else.”


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Additional Information

Associating time with performance represents the weak analogy fallacy. Additional information regarding this fallacy and how to recognize when it occurs can be found in StrategyDriven’s decision-making warning flag article, Weak Analogies.

Marketing and Sales – Some Sales Are Simply Not Worth Making

Saying no to a saleSome business leaders aggressively pursue every sale believing them to be the ultimate key to corporate success. Sales, however, represent far more than just dollars and cents. In fact, the revenue generated through a sale is just the beginning of the overall financial impact on the business.

Sales say a lot about a company and profoundly impact its culture, reputation, and goals achievement. And while every business must sell a critical mass of products and services to survive and flourish, to whom, what, and how it sells greatly affects long-term success.


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Organizational Accountability Warning Flag 1 – Equality of Outcomes

StrategyDriven Organizational Accountability ArticleNo two individuals are exactly alike; therefore, each uniquely contributes to the organization. Subsequently, it is reasonable to expect that each individual’s efforts will result in a unique value contribution to the organization. In the accountable organization, this value is proportionately rewarded. Thus, no two individuals should expect to consistently receive the same reward outcomes.


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Corporate Cultures – Leader Initiated, Rules and Standards Controlled Environment

The Leader Initiated, Rules and Standards Controlled Environment represents a moderate leader led work environment that gives lower level mangers and supervisors somewhat more autonomy to direct day-to-day activities without relinquishing centralized control. This culture set realizes the benefits of centalized direction setting and improved, if not rigid, consistency. The reliance on rules and standards provides some degree of local flexibility that heightens situational responsiveness but diminishes consistency in actions and results between workgroups and locations.


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