Accountability for Strategic Change

AccountabilityAccording to Merriam-Webster Dictionary, the first known use of the word “accountability” dates back to 1770. While the word may be easy to define, executing accountability and how leaders actually define it within their organizations has always been a challenge, which is why it’s the theme for this month’s issue of The Watercooler Newsletter.

This issue is jam-packed with unique and varied perspectives from business leaders – including the CEO of Owens Corning, the Senior VP of HR at PulteGroup, and Root’s own Jim Haudan – on how they define accountability and how to create accountability across departments and roles and through peer-to-peer interactions. You can learn how behaviors, feedback, and emotionally committing people to goals can foster an environment of meaningful accountability.

We’d love to hear your thoughts on the different perspectives!

We Asked. You Answered.

In our March/April issue we asked you, “What is your biggest organizational fear?” We got a lot of great responses! And the good news is – you’re not alone. Many organizations are struggling with similar challenges. Among the recurring themes: keeping or acquiring the best talent, driving change, not changing or sustaining change, keeping pace with growth, and creating and maintaining agility and innovation.
Here are a few highlights of what you said:

“Growth seems to complicate communications. Information seems so tightly controlled that very few people have the big picture OR managers are selectively sharing to a small group. I don’t feel like I can make an informed decision.”
“Balancing the ability to be agile with being operationally excellent.”
“Losing brilliant talent to competitors.”
“Employees are so afraid to let go of the misery they are comfortable with that they will refuse to grow success.”