By Jeff Grimshaw
IT’S TIME so that you can bring up worker ACCOUNTABILITY—NO EXCUSES! “Very attractive! Grimshaw and Baron supply functional training issues on how one can translate management intentions into results.”DAVE HILFMAN, SENIOR vice chairman, CONTINENTAL airways “A well timed choice of necessary classes on how one can hinder excuses ahead of they happen.”MICHAEL PIETRUNTI, PRESIDENT & leader government OFFICER, KYOCERA MITA the USA, INC. “Jam-packed with actual examples and insights, this booklet encourages all leaders to actively glance within the reflect and pay prepared realization to the eff ective execution in their most vital responsibilities.”JEFF IRMER, vice president OF revenues, THE AMERICAS, HONEYWELL AUTOMATION AND keep watch over strategies “It’s by no means been extra very important for leaders to take accountability and force responsibility. regrettably, in too many firms these are only phrases. Grimshaw and Baron offer sensible suggestions on how one can translate those principles into actual actions.”JEFFREY A. HIRSCH, local PRESIDENT, RESIDENTIAL prone, long island urban area, TIME WARNER CABLE concerning the booklet There are 3 varieties of staff: a few are Saints; they’re regularly liable. a few are Sinners; they’re by no means dependable. yet so much are Save-ables; occasionally they make reliable offerings, occasionally they don’t. What makes the diff erence? management with no Excuses has the solutions. Jeff Grimshaw and Gregg Baron assist you placed an finish to the Save-ables’ terrible offerings and excuse-making—and convert them into Saints. the key is to speak transparent and credible expectancies, create compelling effects, and lead conversations grounded in truth. on the way to retailer the Save-ables, you want to: enhance THE readability AND CREDIBILITY OF YOUR excessive expectancies gift WHAT you need to SEE extra OF—AND cease TOLERATING WHAT YOU DON’T advertise own possession whereas STRETCHING YOUR humans faucet INTO HIDDEN assets OF MOTIVATION USE YOUR AUTHORITY successfully— yet properly deal with error AS highbrow CAPITAL hinder EXCUSES prior to THEY occur There’s no excuse for placing up with excuses. management with out Excuses is for a person who truly desires to deal with it. It’s the definitive advisor to taking excuses out of the approach and developing an atmosphere the place responsibility and function are always excessive. With this game-changing consultant, you’ll cease the justifications of their tracks and placed your crew at the route to good fortune. discover extra at www.takeawayexcuses.com
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Extra info for Leadership Without Excuses: How to Create Accountability and High-Performance (Instead of Just Talking About It)
Example text
It’s really simple, but it demands the discipline to bring people together for a detailed discussion. In that discussion, you’ve got to insist on clarity about who—at each level of the organization, at each step in a process, and/or across each functional silo—is going to do what to solve a problem or achieve a goal. How much detail is enough? In one respect, this is easy. If you require the participants to sign their name to the completed responsibility chain, thereby waiving their right to make excuses later about not having clear and credible expectations, they’ll figure out on their own how much detail they need before they pick up a pen.
We admire the intent. But will the pledging make a difference in the actual behavior of these future captains of industry? S. government spends millions of dollars each year to support as part of an abstinence program focused on teenagers. The results? Five years after taking an abstinence-till-marriage pledge, pledgers were just as likely as their nonpledging counterparts to have had premarital sex and test positive for a sexually transmitted disease. Also, and conveniently, 82 percent of the pledgers denied ever making the pledge.
Instead, we helped the team assemble advisory teams of employees and middle managers to identify the excuses and make commitments to take them out of the system. Predictably, the employee representatives claimed they didn’t really understand the expectation to communicate bad news upward and invoked persuasive anecdotal evidence to explain why they feared leadership would punish the messenger if they actually did what leadership was asking them to do. The middle managers in the room claimed that no one had ever told them what they were supposed to do relative to this topic, which they said explained the entirely 39 LEADERSHIP WITHOUT EXCUSES inconsistent set of practices among managers when it came to the upward communication of bad news.
