The Key To Organizational Renaissance i-count-ability: the ability to account for, especially one's acts; to take ownership for what is happening
Iccountabilty is a powerful blend of self esteem (I count; I make a difference), personal responsibility (I have an obligation to make a difference) and impowerment (I possess the capabilities and freedom to make a difference). It is at the very heart of every enterprise which is successful. It is the true keystone of any learning organization. It is the central principle upon which continuous improvement must be based. Iccountability differs greatly from responsibility which is all tied up in judgment and evaluation, i.e. who screwed up or who gets the blame or the credit Iccountability can not be taught It is a mindset; a way of viewing life, not a skill-set. like commitment it must be voluntarily adopted and generated from the inside out The centerpiece of all Renaissance Leadership programs includes a framework for managers to viscerally reconnect with the iccountability they want to have for their organization's success.
When iccountability is in short supply, employees are the "effect" of their system and environment a helpless, resigned and "victim'' state; not able to make a difference. Organizations low on the iccountability scale dissipate enormous amounts of otherwise productive energy in practices such as "play it safe," CYA, "hallway gossip," petty politics, and "finger point and blame." When iccountability is the norm (especially for top management), the organization focuses on total performance effort, honest debriefings of each major effort (without judgment or blame) and a constant recommitment to improve based upon the learning which occurred. Where is your organization on iccountability? Where do you want it to be? Be iccountable.