Duration: 1 hour
More and more organizations are putting in a lot of effort to measure engagement and foster empowerment in order to develop a culture of accountability—taking ownership of projects, processes, and problems that cut across lines of position and formal responsibility. Whereas responsibility is generally delegated by the boss, the organization, or by virtue of position, accountability is having a sense of ownership for the task and the willingness to face the consequences that come with success or failure.
The role of managers is to create an environment in which acting with greater accountability is rewarded and something that is not to be feared. Too often in organizations, leaders use the word accountability as a tool to determine who is to blame. Herein lies the greatest challenge to building a culture of accountability.
In this session you will learn about:
- How your organization and its leaders can create a culture that foster accountability
- The five components for building accountability
- A tool to help you evaluate a leader’s accountability behaviors and traits
- How to turn the biggest obstacle to accountability into trust
Henry Browning Prior to joining CCL, Henry worked as a trainer and facilitator for several nationally recognized experiential training programs specializing in organizational development. Having started his career with Outward Bound, an internationally recognized human potential/personal growth organization, Henry was asked in 2002 to take on the role of Executive Director and lead one of the chartered entities through a very difficult transition. After three years of work, he returned to the consulting arena with a newfound respect for the senior executive position. As an expert in individual, group, and organizational performance development, Henry focuses on assisting individuals to improve their impact in leadership roles and processes, developing high performance management and project teams, and working with the Senior Executive Team leading organizational change. As a process-oriented consultant and educator, Henry designs, delivers, and facilitates training programs that accent diversity, team learning, and wholesystems thinking. He focuses his practice on understanding group dynamics in teams, team leadership, and leadership excellence. Henry has honed his organizational development knowledge and philosophy through eleven years of service with the Center for Creative Leadership. As Director of Teams Development, Henry led the research and training for one of the CCL?s five strategic business units. Prior to being the Director of Teams, he managed the Leadership Development Program® (LDP), ranked as the top leadership program in the country for over two decades. His engagements regularly involve needs assessment, program design, and training delivery for a very diverse clientele. He has created interventions for top companies in the following industries: computer, software, biotech, financial, oil, consumer products, entertainment, insurance, automobile manufacturing, and the U.S. Government. This diversity has given Henry a great deal of knowledge and wisdom pertaining to successful individuals, teams, and organizations. Henry attended North Carolina State University, completing his B.A. in Economics in 1979. He began his graduate work in 1985 at the University of North Carolina where he focused on educational counseling. He completed his M.B.A. with a minor in Organization Development from the University of Colorado in 1989.