Taking Accountability

Leadership defines the culture, and if you want to create a culture of accountability, then it starts with you. You need to model the behaviors that you want to see in your organization. If you want people to take ownership, then you have to be seen to take ownership, when you make commitments you have to be seen to meet those commitments.

If you don’t, then why should anyone else be interested in doing so? As the leader you are accountable. You’re accountable for any failures, as well as any successes that your organization may have. Accountability comes as part of the job description, which is why, if you try to duck it, it will have a negative impact on the levels of accountability that already exist.

Taking Accountability Outline:

Understand what accountability is and what events in history have shaped our view of it
Identify the requirements for personal and corporate accountability
Apply the cycle of accountability and the fundamental elements required to build an accountable organization
Describe what individuals must do to become accountable
Build skills required for accountability, including goal setting, giving and receiving feedback, and delegation
Pinpoint ways to build ownership in your organization
Isolate areas for further self-improvement

Learning Outcomes:

You cannot delegate accountability, accountability is something that has to be accepted for that person to feel accountable and to have them take ownership. The best way to get people to accept accountability is to set them up to be successful. No one is going to take ownership and show accountability for something that they know, or believe is going to fail.

Program duration:

1 Day

Who should attend?

We believe that learning – especially for adults -should be relevant and engaging. Our content is immediately useful and uses current, real-world examples. It doesn’t matter if you have an MBA or left school at year 9 – our courses are accessible and useful to people from all walks of life and education.