The Concepts

Changing Your Way of Thinking
For many of us, our way of thinking is that the leader must be in control and on top of all things at all times.  As an employee, we think that if we behaved as desired, we will be recognized and rewarded.  In reality, choosing to be accountable means that each employee chooses to commit to the success of the organization with no proof or promise of reward.  The choice makes us owners and partners, pursuing the vision that we have helped to create.  It is this leap of faith that frees us from cycles of dominance and dependence.

Clarifying the Destination
It is up to each employee to create a different future by becoming clear on their intentions and to understand their contribution to the difficulties they face.  This requires that they state their choice for accountability and how they would like their partnership to be in the future.  Then, they must invite others to join them on this journey to accountability and how they would like their partnerships to be in the future.  Then, they must invite others to join them on this journey to accountability.  The invitation is a clear offer about what they will personally do to help others make this choice and then carefully listening carefully to the reactions.

Developing Business Literacy
To build capacity we must give people the knowledge and information to make sound business decisions.  Without such literacy the company's capacity remains limited to those few who have the knowledge and information to make decisions.  People should be educated about the economics of the business and have access to accurate information that affects them and their work.  With this new literacy, people will have the knowledge to make decisions in a responsible manner.

Changing Your Conversation
When the conversations change - the culture changes.  Too often in conversations, the boss assumes control, sets the expectation and in obvious and subtle ways, reinforces the idea that they are there to hold the employee accountable.  This framework changes the moment our language changes.  The workshop helps participants create languages that builds the capacity of others to choose accountability.  When the language changes, we move from being parents to being partners.

Embracing Doubt
When encouraging others to choose accountability, we must allow room for doubt and concern, otherwise the choice for partnership is simply cosmetic.  Expressing our doubts is the first step to commitment.  If we cannot say "no", then our "yes" has no meaning.  Supporting people's doubts, without necessarily agreeing with them, creates the conditions which makes widely shared partnership possible.

Changing the Architecture
Changing the architecture means not only changing how you do the work but also changing the structure, relationships, roles, and rewards within which the work is done.  The goal is to simultaneously:

• create better and unique ways to serve the customer
• provide an environment where individuals experience accountability
• create more value for the customer than what is consumed as expense and
• integrate new knowledge and learning

These goals require us to rethink the way we integrate the "doing" and the "managing" of the work.  They often lead us to create staff groups that move beyond a controlling and auditing function to one of education and service.  They also move us to provide as much local choice as possible.

The Need for Courage
There is no way around it - choosing accountability requires courage due to the fact that this change will not always be embraced by others.  In fact, it often is at odds with the existing culture.  If courage is not about bravery or rebellion.  It is about acting on our intentions and being willing to take responsibility to create the culture we live in.  If we are serious about creating a culture of accountability, then courage is always required.

Concepts
Target Outcomes
Agenda
Who should attend?