By Greg Bustin
Accountability is without doubt one of the greatest demanding situations enterprise leaders face, however it is usually probably the most very important components resulting in luck. This groundbreaking ebook explains why and how.
Top company advisor and speaker Greg Bustin has committed a profession to operating with CEOs and the management groups of businesses in this the most important subject. during the last 5 years, he has interviewed and surveyed greater than 3,200 executives round the world—from such popular businesses as Marriott, box shop, Ernst & younger, Sony, Herman Miller, Nucor, and Southwest Airlines—to know how high-performing enterprises effectively create and maintain a tradition of goal, belief, and success. alongside the way in which, Bustin built a collection of management instruments that would raise responsibility and force good fortune for any kind of organization.
Accountability will rework how you deal with, hold, and encourage your self, your workforce, and, finally, your...
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Extra resources for Accountability. The Key to Driving a High-Performance Culture
What causes you to make the sacrifices you make? Ever wonder what drives your colleagues? DO WHAT YOU LOVE Shortly after resigning from running the Dallas office of an international firm to start my own business, my father and I were chatting over a beer when he gave me the best advice I’ve ever gotten. John Bustin was a highly regarded entertainment critic and had opportunities to move to Houston, Dallas, Chicago, Los Angeles, and New York. Each time an offer materialized, my father would thank the suitors for the opportunity, and each time he would turn them down.
For most of us, pain is a more powerful motivator than opportunity. Even then, changing our behavior is hard. Almost as soon as I began acting on my father’s advice things got worse, which is usually how change works. When “worse” happens, the challenge is to press forward and not revert to your old ways. As I began to change, my firm continued to lose clients, colleagues, and lots of money. These results were my reward for not being clear on my purpose, not holding myself and others accountable, and failing to act decisively.
After all, he had been a senior executive when we worked in separate divisions of a different firm, and he had thrown his considerable support behind me as I worked my way up the corporate ladder. Fast forward 10 years and my mentor had joined my firm believing this would be his last hurrah, and that we would accomplish great things together. Then his performance lapsed, and, because of our history, I gave him first one pass and then another. Even after six months of his erratic behavior, it was difficult for me to talk to him about his poor performance.