Running a Firm
Accountability...the Myth E-mail
Written by Steve Osborne   
Monday, 26 September 2011 20:23

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I often hear from managers and partners that accountability in firms is hard to accomplish. Unless an engagement has a government filing or client deadline attached to it, it just doesn't get done on time or at all.

We've all been in those meetings or retreats where new initiatives are launched and everyone is assigned their part. Everyone leaves with great ambitions and intentions. Then nothing happens ... no one gets called on the missed deadlines, i.e. no one is held accountable!

Once this happens, the trust bond in the team has been broken. This broken trust bond has an effect on productivity and whether or not change can occur in the organization. The culture suffers from mistrust and lack of leadership.

There is so much talk about how we get our team members to become more accountable; how to have them embrace change and help to innovate. It's a given that today, with fast-paced change in technology and the way we work, it's essential that teams are able to plan and implement change initiatives.

The myth in all this is that "accountability" is the symptom not the real problem. The core issue is "Alignment": alignment of company and individual values and goals, or more acutely the misalignment of them.

People need to know "Why" the project is important to the organization and to them. Typically, the team is given their marching orders and most of the planning time that they do is on the "How" not the "Why", "Who" or "What".

There is an extremely powerful model that helps us understand the team performance dynamic.

The Drexler/Sibbet Team Performance Model (see graphic). This model graphically expresses the phases of team development. There is also a set of consulting and assessment tools that go along with this model. Go to www.Grove.com for more information on this tool set.

team performance model

When team members know the Why, Who, and the What of a project, before moving on to the "doing" phase (How), and are allowed time to connect to their personal goals and values to the project outcomes, accountability is built in.

To overcome the "Myth of Accountability", make sure that your team members' goals and values are aligned with the firms' objectives.

For more information on how we can help you and your team create alignment around your goals and initiatives with info on consensus-building workshops visit

www.growingpeople.mentorplus.com


Steve Osborne
About the author:

Steve Osborne, who has an Electronic Engineering from Cal Poly, worked with the construction clients of an accounting firm in Monterey and later become executive administrator of that three-office firm and spent 10 years in that position. During this period, he received an MBA in human resource management and developed a deep understanding of the inner workings of an accounting firm, its technology, client service issues, culture, and human capital management concerns.

In 1999, Osborne and his wife Edi Osborne launched Mentor Plus and the first Consulting Accountants’ RoundTable in 1997. From the start, the two collaborated on the development of curriculum for their workshops.

Besides his practical experience working with, Osborne has a special understanding of the dynamics of team building, conflict resolution, and people development. His education and certifications in the field of Behavioral Assessments provides a balanced perspective for the people side of any business. In addition to consulting directly with individuals and companies, he works with participants of the Consulting Accountants’ RoundTable and their teams. Presently, he is extensively involved in consulting on the Trimetrix Hiring and Coaching System.



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Comments (1)
Accountability...the Myth
1 Wednesday, 28 September 2011 17:03
Thomas N Tone, CPA
I'd suggest a couple of firings would go a long way to clearing up any such problem. Why would any manager put up with it? There are plenty of folks that would like a job out there, so I would think the incentive to keep yours would be enough.
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