Productivity Forms
10 ways to get accountable
The Damage Caused by Non-Accountability
Definition of Accountability:
Doing what you said you would do, as you said you would do it,
when you said you would do it - PERIOD!
Non Accountability Pressure Points (NAPPs):
Check the boxes relating to how non-accountability, in your company, costs you:
Poor Reputation $ _____ Loss of trust – Internally $ ____ Loss of good employees $___
More stress $ _____ Loss of trust – Externally $ ___ Misunderstandings $ _____
More churn $ ____ Lost referrals $ _____ Lost customers $ ______
Excuses $______ Loss of productivity $ _____ More overwhelm $ ______
Loss of friendships $ ____ Surprises of non-perf $ ____ Other___________ $ _____
Rate Your Company’s Level of Accountability
If you were to honestly rate the overall level of accountability within your company, the accountability
you currently pay people for, on a scale of 1 to 10, what would that rating be? _________ (1 low/10 high)
Total Annual Burn for Employee Non-Accountability
and Employee Inefficiencies
You are currently paying for total accountability. Determine what the annual, bottom line, net financial
loss is for your employees’ non-accountability and inefficiencies.
Add a zero to your Accountability Rating #, subtract new # from 100 and enter # before following %.
Example Accountability rating is 7. Add zero = 70 100-70 = 30. 30 goes in the ______ % below
_______% X $ ___________________ = $___________________ of Current Annual Burn (CAB) Annual Payroll
This is your Total Annual Loss due to Employee Non-Accountability and Inefficiencies
REVERSING THE BURN
What would be the results if you were to increase the level of accountability and efficiency in your
company by just 10% above its current level?
______% X $ _______________________ = $ ___________________ of New Annual Burn (NAB)
Current % -10%
CAB $________________ - NAB $ ____________________ = Savings $ ___________________
(Current Annual Burn) (New Annual Burn)
What Am I Tolerating
What Am I Tolerating?
❑ Tardiness
❑ Mistakes (Non-developmental)
❑ Forgetting
❑ Rework
❑ Misunderstanding
Totally Accountable SystemsTM 800-990-6540 [email protected] www.TotallyAccountableSystems.com
Surprise Tracker Sheet
Surprise Tracker Sheet
Week of ___________________ Total number of surprises _____________
This tracker is designed to help you determine how much non-accountability happens within a week. When you see it, deal with it as you normally would but also track each occurrence on this sheet.
A non-accountability surprise happens when someone made a commitment; and it didn’t happen; and you didn’t know about it beforehand.
Accountability means "Your word is your bond."
It is defined as:
Doing what you said you would do,
As you said you would do it,
When you said you would do it,
With NO surprises!
Each time you are surprised with any form of non-accountability, on your part, or on the part of anyone else in the organization, track it using the columns below.
A non-accountability surprise means that somehow, someway, something didn’t happen as it was committed to being done.
Some examples of non-accountability surprises are: You or someone else…
…forgets to do something and consequently misses a detail or has an error.
…starts or ends a meeting late.
…says, "I didn't understand what you said or meant," and as a result misses a commitment.
…says, "I wasn't sure when you wanted it done."
...misses a deadline or the scope of a commitment and no one says anything.
Damage Caused By Non-Accountability
The Damage Caused by Non-Accountability
Definition of Accountability:
Doing what you said you would do, as you said you would do it,
when you said you would do it - PERIOD!
Non Accountability Pressure Points (NAPPs):
Check the boxes relating to how non-accountability, in your company, costs you:
Poor Reputation $ _____ Loss of trust – Internally $ ____ Loss of good employees $___
More stress $ _____ Loss of trust – Externally $ ___ Misunderstandings $ _____
More churn $ ____ Lost referrals $ _____ Lost customers $ ______
Excuses $______ Loss of productivity $ _____ More overwhelm $ ______
Loss of friendships $ ____ Surprises of non-perf $ ____ Other___________ $ _____
Rate Your Company’s Level of Accountability
If you were to honestly rate the overall level of accountability within your company, the accountability
you currently pay people for, on a scale of 1 to 10, what would that rating be? _________ (1 low/10 high)
Total Annual Burn for Employee Non-Accountability
and Employee Inefficiencies
You are currently paying for total accountability. Determine what the annual, bottom line, net financial
loss is for your employees’ non-accountability and inefficiencies.
Add a zero to your Accountability Rating #, subtract new # from 100 and enter # before following %.
Example Accountability rating is 7. Add zero = 70 100-70 = 30. 30 goes in the ______ % below
_______% X $ ___________________ = $___________________ of Current Annual Burn (CAB) Annual Payroll
This is your Total Annual Loss due to Employee Non-Accountability and Inefficiencies
REVERSING THE BURN
What would be the results if you were to increase the level of accountability and efficiency in your
company by just 10% above its current level?
______% X $ _______________________ = $ ___________________ of New Annual Burn (NAB)
Current % -10%
CAB $________________ - NAB $ ____________________ = Savings $ ___________________
(Current Annual Burn) (New Annual Burn)
Example Accountability Letter For New Applicants
TO: ALL APPLICANTS
FROM: _____________
President/CEO
100% ACCOUNTABILITY
All employees who work for Company/Organization know that we expect:
100% accountability
100% of the time,
by all and for all.
We pay for results!
Excuses, placing blame and whining are unacceptable!
If you believe you have what it takes and want to work for a company
with these highly demanding and highly rewarding expectations,
we’ll be happy and pleased to continue with the next step in our interviewing process.
It’s your choice
Meeting Guidelines and Templates
Meeting Guidelines
MEETING GUIDELINES
Please follow these guidelines at every meeting!
1. Have an agenda for each participant.
2. Put the meeting purpose at the top of every agenda.
3. Read the meeting purpose statement when the meeting starts.
4. Review the agenda at the beginning of the meeting and follow the agenda.
5. Everyone participates.
6. Conflict with a clear resolution is encouraged.
7. Have the action items template on the back of all agendas.
8. Have all agreed to action items written on the back of the agenda.
9. Have each attendee read their written action items prior to the end of the meeting.
10. Post a visible Parking Lot and resolve issues or schedule a meeting to resolve issues.
11. Start every meeting on time regardless if all attendees are present.
12. End every meeting on time (or early).
13. Stop sending summaries of delegated items from meetings (put on a server).
14. All invitees missing a meeting are responsible to get an update prior to the next meeting from someone who did attend.
Totally Accountable SystemsTM 800-990-6540 [email protected] www.totallyaccountablesystems.com
Meeting Preperation Guidelines
Meeting Preparation Worksheet
Title of the meeting? ______________________________________________________
Date of the meeting? ___________________________ Location: ___________________
Purpose of the meeting? ____________________________________________________
________________________________________________________________________
________________________________________________________________________
Timing of the meeting: Start time? ________________ End time? _______________
Who should attend? _______________________________________________________
_________________________________ ________________________________
_________________________________ ________________________________
_________________________________ ________________________________
What items should the agenda contain? ________________________________
_________________________________ ________________________________
_________________________________ ________________________________
_________________________________ ________________________________
How should attendees prepare for this meeting? _________________________________
________________________________________________________________________
What Audio/Visual equipment and Handouts will be needed?
_________________________________ ________________________________
_________________________________ ________________________________
Meeting Notice Checklist: Who, What, When, Where, Why, How long?
Totally Accountable SystemsTM 800-990-6540 [email protected] www.totallyaccountablesystems.com
Staff Meeting Guidelines
STAFF MEETINGS
This is a group meeting with only your direct reports.
The purpose of the staff meeting is to build rapport while aligning the team.
Guidelines for successful staff meetings:
1. Hold the staff meeting at the same time, on the same day, of each week.
2. The suggested length of time for a staff meeting is 30 minutes.
3. This is not a processing meeting.
If you have processing to do, while this group is going to be together, inform the group in advance of the meeting of the time you will need them to meet.
Then conduct the staff meeting within the first 30 minutes or less. Use the rest of the time for the processing (release those not involved in the processing).
4. Demand mandatory attendance.
Partial agenda for the reporting part of the staff meetings: (To ensure complete participation by everyone)
1. One success with few details.
2. One challenge with a solution with few details.
3. Review current status of delegated strategic work — surprises of non-performance are not allowed
Totally Accountable SystemsTM 800-990-6540 [email protected] www.totallyaccountablesystems.com
Daily Huddle
The Daily Huddle
The Most Effective Way to Begin Each Day
The purpose for the Daily Huddle is to ensure the strategic work is planned.
Guidelines for Successful Daily Huddles:
1. The daily huddle should last a maximum of 2 minutes.
2. There is no beverages, food or chairs are brought to this meeting.
3. Everyone stands.
4. Everyone shows up with the SWAT list for today developed during the SPA from the prior evening.
5. This is not a processing meeting.
6. This meeting is held even if the supervisor is not available.
Totally Accountable SystemsTM 800-990-6540 [email protected] www.totallyaccountablesystems.com
1 2 1 Meeting Guidelines
1-2-1 MEETINGS
This is a meeting with your direct report and/or your boss.
The purpose for the 1-2-1 meeting:
1. To build and strengthen the relationship.
2. To review detailed project and task information.
Guidelines for successful 1-2-1 meetings:
1. Hold the 1-2-1 meetings every week.
2. The suggested length of time for a 1-2-1 meeting is 15 minutes.
3. The 1-2-1 meeting is not a processing meeting.
4. The agenda is developed by the direct report.
5. Insist this meeting be held even if out of town.
6. Schedule the next 1-2-1 before this meeting ends (if not set for a certain day and time)
Partial agenda for the reporting part of the 1-2-1 meetings:
1. Review action items delegated during the prior 1-2-1 meeting.
(surprises of non-performance are not allowed)
2. One success with few details.
3. One challenge with a solution with few details.
4. Review of the facts of the status of each project.
5. Review of supervisor’s commitments from the previous 1 2 1 meeting.
Totally Accountable SystemsTM 800-990-6540 [email protected] www.totallyaccountablesystems.com
Meeting Agenda Template
AGENDA
“____________ ”
Meeting Name
Date: _________
Meeting Start Time & End Time:
Meeting Attendees:
Purpose for this meeting: The purpose for this meeting is to
Topics:
❑
❑
❑
❑ Resolve any parking lot issues
❑ Confirm action steps
❑ Adjourn
Meetings Mastery Course
Unlock the Power of Effective Meetings with
The TAS Online Meetings Mastery Course
Enterprise Edition (15 users) Individual Subscription
Unlock the secrets to effective meeting management!
By completing the course, you'll gain valuable insights on:
- 5 essential meeting types
- Techniques to eliminate unnecessary meetings
- Strategies for clear commitments
- Importance of purpose and agenda
- Use our Meeting Structure Template for success!
Don't miss out on this opportunity to enhance and transform your meetings for the better!
Quotes and Recommended Reading
TAS Quotes
Quotes:
“Don't cheat your people out of the opportunity to win because of your discomfort holding people accountable.” - Michael Canic
“On good teams, coaches hold players accountable; on great teams, players hold players accountable.” – Joe Dumars
"What you get by achieving your goals is not as important as what you become by achieving your goals." - Zig Ziglar
"If your goals are larger than your need to be liked then you will reach your goals; If your need to be liked is larger than your goals, then your goal will become the need to be liked.” - Peter F. Drucker
"The problem isn't training your employees and losing them. The problem is not training your employees and keeping them.” - Zig Ziglar
"The significant problems we have today cannot be solved at the same level of thinking with which we created those problems." - Albert Einstein
"Whatever is not communicated in any relationship, will control that relationship." - Werner Erhard
“How I do anything is how I do everything.” - T. Harv Eker
“Whatever you tolerate, you get more of it.”
"Whatever you tolerate in an organization becomes the culture of the organization.” - Allen Hauge
"Culture eats strategy for breakfast." - Peter Drucker
“Those who are good at blaming others and making excuses are rarely good at anything else.” - Benjamin Franklin
“If it’s predictable, it’s preventable.”
"The only difference between an excuse and a reason is the spelling." -Tim Harwood - Decisive Communications
“Those who failed to oppose me…who readily agreed with me and accepted all my views…were those who did me the most injury” - Napoleon Bonaparte
“Success doesn't come from what you do occasionally; it comes from what you do consistently." - Marie Forleo
“You cannot talk your way out of a problem that you acted your way into.” - Stephen Covey
“Accountability Builds Trust. Trust Builds Autonomy. Autonomy Builds Freedom.” - Jim Jelinek
“It isn’t normally people who fail. It’s the underlying systems and processes that fail.” - W. Edwards Deming
“Make your Bed” - Retired Admiral William McRaven's talk to the University of Texas graduating class of 2014 on YouTube: https://youtu.be/yaQZFhrW0fU
Recommended Reading
Recommended Reading:
- Checklist Manifesto - by Atul Gawande
- Good to Great – by Jim Collins
- It’s Your Ship - by Captain D. Michael Abrashoff
- Flawless Execution - by James Murphy
- The Five Dysfunctions of a Team: A Leadership Fable - by Patrick Lencioni
- Traction-Get a Grip on Your Business - by Gino Wickman
- Dig Your Well Before You’re Thirsty: The Only Networking Book You’ll Ever Need - by Harvey Mackay
- Einstein: His Life and Universe – by Walter Isaacson
- Who’s Got the Monkey (Article) – Harvard Business Review
- I'm OK. You're OK - Thomas Anthony Harris
- In Search of Excellence - Tom Peters
- Self Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership - Ken Blanchard, Laurence Hawkins, and Susan Fowler
- How Come Every Time I Get Stabbed in the Back My Fingerprints Are on the Knife - Jerry B. Harvey
- The E-Myth Revisited: Why Most Small Businesses Don’t Work and What to Do About it – Michael E. Gerber
