Tag Archive for: accountability

Letting Go: Development Of Strong Character

This past two days our sixteen-year-old daughter, Chandra, participated in her high school zone soccer tournament. The core of this team has been playing together for many years and demonstrated excellence and mastery, both in soccer and team skills. They won all four of their games over the weekend and outscored their opponents 25-2.Five minutes before the medal ceremony, where these talented young ladies were to receive their gold medal, we were informed that the host school pointed out a technicality in the fine print of the policy of the governing body over these games. Our school, unlike most who were participating in these games, is a grade nine to twelve school.

While the school had participated in this tournament for several years without incident, it was brought to our attention that the policy indicates that grade nine girls are not allowed in this tournament, and therefore our team would be disqualified. We all sat stunned and shocked, devastated, as three other teams were awarded the medals and the banner, while our girls watched angrily, quietly, and gracefully from the sidelines.

While too devastated and angry to process the experience on the ride home, I hope to discuss the experience sometime over the coming days with Chandra. There are lessons to be learned from every experience -even negative ones. Many of them contribute to building strong character. Here are three that come to mind from this one:

  1. Injustice is a part of life. It’s a very difficult pill to swallow,  but it seems to come with the experience of being human. All devastating and painful experiences present a learning opportunity. As you come to accept injustice, unhappiness, and difficulties as a part of life, life isn’t quite so difficult.
  2. How you deal with injustice and frustration is a test of your character. The real winners – on the field and in life – are those who take the higher road of character and class. True excellence and distinction are qualities that the world doesn’t always understand or reward. Unselfish teamwork, respect, pride, years of hard work and skill development, and learning to maintain grace and integrity under pressure, can never be taken from the hearts and souls of these girls. This is the ultimate goal of sport and life. My mother used to say that maturity is the ability to bear an injustice without wanting to get even. It’s about character.
  3. It’s important to maintain perspective. The girls were devastated. No question. There were tears and hearts broken. There was anger and there was bitterness. There was also the pain that comes at the end of every season, knowing that a champion team can never be constructed again in exactly the same way. These young ladies needed our support and the support of each other over the next few days in order to let go of the resentment and the loss.

But in the light of time’s perspective, the deceptive prominence of these emotions will fade as perspective and wisdom emerge. The girls will continue to play. No one lost their life this weekend. “Devastation” is relative. While seemingly significant now, the emotions will pass. The life-long friendships and the lasting memories and lessons are what matter.

Breathe New Life Into Your Organizational Culture

This beautiful little blog from a public service team leader, a participant in one of my workshops, inspired me so much that I thought I’d pass it along.

Breathing New Life Into The Public Service: It Starts With You. That’s the title of the conference I recently attended. Best-selling author, David Irvine was the speaker for the day. He speaks about leadership, organizational culture, accountability and well, life. He inspires me and challenges me almost as powerfully as my faith. I heart David Irvine.

Now, about breathing new life into the Public Service and about how it starts with me. Sigh. I was thinking about passing on what I learned from the conference about organizational culture and how it’s up to me to make it a great one. I could also talk about accountability and how it’s about people being able to count on me. Or about leadership and how I can’t be promoted to be a leader,

I have to earn it.

There’s so much I learned that day and I’m so pumped about it that I want to just blog about it all.
In my eight pages of notes from the session about culture, leadership, accountability and authenticity, there is one thing that I have learned. It’s so simple and so seemingly easy that you might fall off your chair when I tell you. Either that or tilt your head and go, “Really?” Yes. Really.

So here it is. Friends, I’ve simply learned to PAUSE.

In the everyday challenges of work and life, I have learned to pause.

On my way to work, someone cuts me off. Pause.

Someone complains my ear off about something they don’t plan to change. Pause.

I get back my 360 degree feedback. Pause.

I present something I’m passionate about and someone rolls their eyes. Pause.

Pause. Pause. Pause!

It’s fascinating what we can do within an itty-bitty pause.

Within that pause I can choose to embrace full rage and let it ruin my whole day, or shrug it off and let it go.

Within that pause I can choose to participate in boy bashing, work bashing and boss bashing, or exercise my right to excuse myself from a potentially toxic conversation that helps no one.

Within that pause I can choose to find out who gave me a 3.5 (out of 5) score on leadership abilities and hurt them very badly, or humble myself and accept the fact that I’m not perfect and I have oh so many “areas of improvement.”

Within that pause I can choose to let that eye-rolling dude break me down or use him as a stepping stone to break through my insecurities.

Within that pause I can choose to complain or do what I can to help fix the system.

That little pause breathes new life into my reactions. And when I breathe new life into my reactions, I breathe new life into my work… and breathe new life into my team… new life into my department… and yes, breathe new life into the Public Service.”

Making An Investment In Your Personal Character

“We never know what’s wrong without the pain. Sometimes the hardest thing and the right thing are the same.”
Isaac Edward Slade, from The Fray.

I heard a very interesting story a while ago, told by Gary Kuzyk, Director of Labor Relations with the City of Hamilton. It so happens that when he started his first job as a young eager lawyer, with a significant student debt, he had dutifully arranged for the student loan repayments to be debited from his bank account. When he observed, however, that the first three payments had not been withdrawn, he called the loan office. After making him wait an interminable length of time on the phone, the clerk came back on the line and sternly announced that his file had been sent to storage and his loan was shown as having been paid in full. She seemed annoyed that he would have put her to the trouble of having to verify something that he must already have known.

Gary then described his reaction in this moment as envisioning himself as the classic cartoon character with an angel on the one shoulder and a devil on the other, each advocating opposite responses. He listened to the angel, and told the clerk that there must have been a mistake, that his loan was indeed not paid. She only grudgingly agreed to pull the file from storage. The bank eventually fixed the mistake, and it took him four years to pay off the loan.

I’ve told this story in a variety of settings since I first heard it. There is always at least one person in every group who tells me that Gary should have thanked the clerk, quickly got off the phone, and been grateful for his good fortune. Gary actually goes on to say that he was indeed grateful for his good fortune – because of the incident, not because of its outcome. Paying that debt may well have been the best investment Gary ever made, because it was an investment not in his chequing account, but in his character account.

In our society is a great vault filled with an inheritance left by those before us – many who died for our freedom. That vault is the bank of opportunity. The men and women who have paved the way to our freedom have given us a promissory note. But without character, we cannot access the account, and the cheque we expect from society will eventually come back marked “insufficient funds” because there is nothing to draw from within ourselves.

Regardless of our economic status, at the end of the day we all must look at ourselves in the mirror. What we see is the result of the decisions we have made. Character – the courage and capacity to meet the demands of reality – is required to make a withdrawal from the account of opportunity. Without personal character, we become spiritually and psychologically bankrupt, unable to access the resources required to meet the demands of existence.

What is your experience of investing in your character? What are the results?

Accountability Quotes: A Request Is Not An Agreement

For more than thirty years, I’ve been helping people be more accountable. As a family therapist in the 1980s, I discovered that accountability – the ability to be counted on – is not just the foundation for succeeding in the marketplace; it’s the foundation for succeeding in your life. Developing accountability with kids is a top priority for parents because when young people are accountable they will be employable. Earning credibility with yourself and others, being known as a person who keeps their promises, who goes the extra mile to get the job done, and who does what they say they’ll do, enables you to reach your full potential, personally and organizationally.

List the people in your life who are accountable, people you know you can count on. Think of what it’s like to be around people who keep their promises, who see blame as a waste of time, who stand up and take ownership for problems, who have no time for excuses, who make sure the job gets done. These people bring energy to a relationship. They make trust and creativity possible. They don’t waste time with regret; they put their energy into solutions. Accountable people put a higher value on character than on comfort. They have the courage to meet the demands of reality – without any room for criticizing or fault finding. Accountable people make integrity real and produce results.

Accountability Quotes

Here are some of my favourite accountability quotes that I have written – or collected -over the years:

An agreement is defined as anything you have said you would do, or anything you have said you would not do. Successful living, working, and leading, depends on learning to be accountable, to make and keep your agreements. Accountability is what makes integrity real.

Accountability is the keystone on the bridge of trust.

If you want someone to be more accountable, start by encouraging them to be more passionate. If you aren’t accountable, you haven’t found enough reasons to be accountable. Vision and Passion precede accountability.

If people don’t own it, they won’t do it.

“This is the true joy in life, the being used for a purpose recognized by yourself as a mighty one; the being a force of nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.” ~ George Bernard Shaw, Irish playwright, philosopher, and co-founder of the London School of Economics

It’s not greener on the other side of the fence. It’s greener where you water it. Now get busy and turn on the hose.

“Where does change begin? It begins in this room. Why? Because this is the room you are in.” ~ Peter Block

How many of you have ever thought less of a person because they put up their hand and said, “I’m accountable for that?”

If it is to be, let it begin with me.

There are two kinds of people in the world: those who make things happen and those who complain about what’s happening.

“Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” ~ Margaret Mead

A request is not an agreement. Accountability starts with an agreement. It ends by keeping that agreement, regardless of whether it’s difficult, uncomfortable, or  inconvenient.

Employee Engagement In Economic Uncertainty

The recent economic slowdown has created great uncertainty for businesses and, adding to the pressure, are the debates regarding how much oil and gas companies will be affected and in what way. What we can be certain about is that employers that consciously manage their work culture and employee engagement during times of uncertainty will position themselves to take advantages of opportunities in the face of obstacles.Why is it business critical for organizations to invest in a great work culture, especially now?

Demographics alone point to a continued trend of labor shortages due to an aging workforce, especially in in-demand occupations.

Many oil companies have long service employees whose experience is deep technically and broad in terms of institutional knowledge and intelligence. Many of these long-term employees will be eligible to retire soon, and statistics show us that as a population ages we see increases in short term vs. long term employment. It is more important than ever for oil companies to have a strong workplace culture to both attract, retain and engage employees to transition their knowledge and experience to the next generation of workers.

Additionally, Statistics Canada stated that in 2011, the percentage of working-age Canadians in the labour force is expected to peak. In other words, beginning in 2012, the number of workers leaving the labour force is already exceeding the number of new entrants and labour shortages continues to be an on-going concern. This trend is expected to continue. Employees, especially those in in-demand occupations, will continue to have choice. Employers need to evaluate the long-term risks associated with an aging workforce, recognizing that the skills and experience they need in the future may not be readily available.

In times of slowing economies, the mantra of leading employers becomes how to stabilize and engage employees in a highly proactive, productive way. The practices of attraction, retention, engagement and how employers manage their culture and employees still apply.

In our experience, there are several shifts in emphasis that will ensure success:

Engaged employees see themselves as “owners” not “tenants or renters” of an organization.

Employers who are dedicated to employee engagement provide them with a framework of accountability, so they know not only ‘what’ they are expected to do but ‘how’ (what behaviors will get them there). Employers who foster a culture of personal responsibility where employees feel a part of the whole (“we” vs “they”) during times of stress can leverage collective intelligence to work through real work challenges.

Engage employees to make the best use of their skills and abilities.

Many employers make the mistake of assuming employees will be happy with just having a job vs. utilizing their strengths in the right job. Keeping people busy is not synonymous with real engagement and productivity.

Engage employees to realize future success – use the wisdom of the many over the ideas of a few.

Involve employees in problem solving to address current business challenges. This approach goes hand in hand with the theme of open communication as employers need to be open about current business challenges in order to be successful in this engagement strategy. It ultimately provides employees a sense of control over their own future and the future of the company. The leading edge employer who adopts this approach will not only attract and retain the best employees but will become highly productive and well positioned for future opportunities when others are struggling to survive.

Communicate, Communicate, Communicate

Timely, consistent communication of what employers know and especially what they don’t know, removes the ‘cloak of secrecy’ and creates an environment of trust, so that employees are confident that leaders will provide the truth. In the absence of open transparent information employees will draw their own conclusions, often fearing the worst.

Effective communication in times of uncertainty is not just about making timely announcements or the distribution of information. Genuine two-way communication that leads to productive employee engagement and mutual trust has a grassroots “water cooler” conversational quality to it. It is about listening, not surveying, paying attention, not getting attention. In many ways, employee engagement is less about the information you provide and more about what you draw out of your employees.

Employee engagement is also about managing the work culture and environment.

Uncertainty is stressful. When people are stressed, they can feel threatened, which often results in behaviors that counter a productive workforce.  Therefore, it is important for organizations to be vigilant in reinforcing a mutually respectful workplace during times of uncertainty.
Most companies have spent the last few years trying to find ways to become the “Culture of Choice” and retain and leverage the best in their talent pool. Economic downturns always test employers in this quest.  Now more than ever is the time to implement an employee engagement and productivity strategy.

Irvine & Associates Inc. provides training and consulting solutions to assist employers with employee engagement by creating a vibrant accountable culture resulting in delivery of real time business results.

Ten Steps For Building An Aligned Culture

A lot of people ask about our process for building an aligned culture. Here, in abridged form, is our process. We welcome your comments, suggestions, and feedback.

Step 1. Define your culture.

Decide on the scope of the culture that you are committed to build – that lays within your sphere of influence. Is it your company, department, division, community association, team, family?

Step 2. Define your leadership team.

Identify your 5-6 key leaders – allies that you will depend on to build your culture. These will be people who have the positional power, capacity, and commitment to make it happen. Be sure you have a Chief Emotional Officer on your team: a person with the positional power as well as the passion (a monomaniac with a mission) to take accountability for the culture.

Step 3. Get alignment at the top.

Identify your core values that you, as a leadership team, are committed to living. Have an “offsite” leadership meeting to ensure that you are all committed to living the values, first with each other and then with your entire culture. If you are a “subculture” – a culture within a larger system, you will want to take the larger organizational cultural value statements and make them real for your culture.

Step 4. Develop a team “code of conduct” with your leadership team.

Once you have decided upon your core values, you will need to develop a process that outlines your promises to each other: how you will hold yourself and each other accountable for living these values. This is about turning values into specific expected behaviors.

Step 5. Assess Alignment – And Connect to Reality.

Decide on a process for assessing your current alignment between your “vision,” your “claim,” and your “reality” as an entire culture. In order to do this you will need to pay attention to the “visible” culture and the “real” culture – your current reality. You may need to take the time to get into the hallways, the coffee conversations, etc. to get to the grapevine and current reality.

Step 6. “Roll out” your values with your entire culture.

Once you are clear about the current alignment, meet with your entire culture. Have your leadership team at the front of the room and outline:

  • Your vision as a leadership team for this culture
  • Your core values
  • Your assessment of the current reality in your culture and the degree of alignment you see between your vision, your claim, and your reality
  • Your leadership code of conduct
  • How you expect to be held accountable for living these values as positional leaders – your promised actions as a leadership team
  • An outline of the remaining process for getting these values lived at every level of the culture

Step 7. Have each of your leadership team members define – and build – their own leadership teams.

Meet with each of the leaders on your leadership team and help them define their own leadership teams, and go through the same process with their respective teams. This will continue throughout the culture until, ideally, every person is eventually assigned to a “leadership team” or at least closely affiliated with a leadership team.

Step 8. Engage your employees – at every level.

  • Begin and sustain the process – and build trust – through the power of courageous conversations:
  • Start – and continue – to create conversations around your core values, at every level.
  • Turn every conversation about value statements into mutually agreed upon actions and promises.
  • Tell the story. Schedule time in meetings, planning sessions, etc. to tell a story about where someone in the group recently lived one or more of your values.
  • Shine the light. Acknowledge when and where individuals lived one or more of your values.
  • Repeat the message. Find a way to get the message out there. Consider a cultural “kudos committee,” a group of committed people who find creative ways to capture the stories and get the message out there in organizational newsletters, bulletins, etc.
  • Embrace the negative. Don’t be afraid of conversations that address misalignment between the claim and the reality.
  • See mistakes as learning opportunities. Keep learning and growing together. Have high standards of yourself and others, and be patient with yourself. It’s about progress, not perfection. Keep reminding people that direction is more important than velocity.
  • Stick with the winners. Put the majority of your time, energy, and resources into the people who are committed to living the values.

Step 9. Define how you will convey to stakeholders outside the culture how you will live your values.

  • How will you convey your values to your customers?
  • What needs to be written in your marketing materials/web site, etc.?

Step 10. Get your values into every system.

  • Bring values into your hiring processes, your performance management system and HR practices.
  • Only promote leaders who are living the values.
  • Make it tough to not live the values.