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StrategyDriven Organizational Accountability Article

Organizational Accountability – Evaluating Organizational Culture, part 3

StrategyDriven Organizational Accountability ArticleWhen evaluating an organization's culture, it is important to understand that variations likely exist vertically among personnel levels and horizontally across divisions, departments, and workgroups. Consequently, it's important to establish the degree of alignment between the various organizational levels and business units to the cultural characteristics being evaluated in order to fully understand the cultural adaptation and adherence within the organization.


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StrategyDriven Organizational Accountability Article

Organizational Accountability – Evaluating Organizational Culture, part 2

StrategyDriven Organizational Accountability ArticleAn organization’s culture - its commonly shared values and beliefs - is both highly complex and interrelated. As such, no one cultural artifact should be used in isolation to describe an organization’s culture and each artifact contributes differently to the painting of the overall culture picture.


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StrategyDriven Management Observation Program Best Practice Article

Management Observation Program Best Practice 16 – Don’t Tolerate Substandard Observations

StrategyDriven Management Observation Program Best Practice ArticlePeople, processes, and technologies are not perfect. And if they were, you’d still have something to write about.


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Marlene Chism

Take the Fear Out of Accountability

The word accountability elicits a threat response from most employees, who interpret the word ‘accountability’ to be synonymous with punishment. Let’s face it, any time there’s a disaster, mistake, or misfortune on the news, the first thing out of the mouth of the officials is, “Who is to be held accountable?” The tone is always one of shame and blame and fingers always start to point before facts are given. Employees at any level of the hierarchy will avoid the pain of blame and punishment if the culture is one which people fear accountability instead of seek accountability to get the intended results.

You can’t blame them, really, for having this kind of visceral recoil from the word, if that’s all it means to them.

But, I believe that that it’s possible to take the fear out of accountability so that your people actually crave accountability rather than cringe when they hear the word.

Here are three ways to go about doing that:


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About the Author

Marlene ChismMarlene Chism is a consultant, international speaker, and the author of two books: No-Drama Leadership: How Enlightened Leaders Transform Culture in the Workplace (Bibliomotion 2015) and Stop Workplace Drama (Wiley 2011). Marlene’s passion is developing wise leaders and helping people discover, develop, and deliver their gifts to the world.

StrategyDriven Organizational Accountability Warning Flag

Organizational Accountability Warning Flag 4 – Taking Care of Employees

StrategyDriven Organizational Accountability Warning Flag ArticleAt first glance, warning against taking care of one’s employees appears contradictory to what most would believe is an important function of every manager. Context is important here. Too often, managers ‘take care of their employees’ during the performance review process.


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