By Gerald Kraines
Responsibility management is greater than a conceptual treatment....It is a realistic procedure, with nice instruments, to spot and strengthen awesome leaders and to create an organizational constitution and tactics that advertise responsibility and function. It demystifies the thought of management with a suite of ideas which are transparent and simple to enforce.
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Extra info for Accountability Leadership
At the end of the day, the lack of a systematic and accountable approach to employee development sharply limits a company’s talent pool, and thus its organizational effectiveness. These problems are all avoidable as long as managers understand and value the open secret of high-performing companies: bringing the same dedication to the work of developing their people as they do to engaging them and aligning them. What It Takes to LEAD The system that I have labeled LEAD lacks the iron-fist approach of the old command-and-control style of management, as well as its paternalism and its limited view of employee potential.
3 Setting context, as used throughout the book, is from Jaques, Requisite Organization, p. 99. 4 Harry Levinson (with Charlton R. Price, Kenneth J. Munden, Harold J. Mandl, and Charles M. Solley), Men, Management, and Mental Health, p. 22. 5 Jaques and Cason, Human Capability. 2 LEAD People to Accountability 41 and your people, to try and fail and try again until the system becomes part of your everyday managerial-leadership practice. In addition, you need the leadership courage to establish LEAD as an accountability for every manager and to assess each manager’s value—and right to remain a manager—against this standard.
How many companies have collected seemingly inexhaustible lists of competencies and conducted massive 360-degree surveys of their employees in order to improve employee effectiveness? Nowhere in these processes is there any accurate appraisal of an individual’s horsepower in relationship to the size of role he or she occupies. There is simply no language, no conceptual map, or no practical means for them to do so. Here is a typical scenario. A fairly senior manager, who was quite competent and effective in his previous roles, was given a battlefield promotion.
Accountability Leadership by Gerald Kraines