Submitted by Sal Silvester on April 7, 2016
Leaders get what they expect, and they get what they tolerate.
What are you tolerating? What are the low expectations that you are “putting up with” that shouldn’t be happening?
Maybe you’re telling yourself a story that allows you to tolerate unacceptable behaviors. “Well, I don’t have the skillset on my team to backfill for this person?” Or, “I need to choose my battles.” Or “It’s no big deal.” Or, “I’ll burn the relationship if I give her feedback.” How about this one - “I can’t hold her accountable for (fill in the blank) because she’s a good producer.”
Submitted by Sal Silvester on October 20, 2012
In several of my recent team building and leadership development programs, I've noticed a tension between accountability and micromanagement.
On one hand the leader believes he is holding his team members accountable, and on the other hand team members see the leader as micromanaging.
Submitted by Sal Silvester on October 19, 2011
We hear a lot about accountability. But, what does it really mean? What can leaders do to create an accountable organization?
Here are a few questions to consider.
