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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.

A Quick I-Count-Ability Audit of Your Organization
As I reflect upon my immediate organization, I believe:

1) True False Many people think their career development plan is driven largely by a supervisor.
2) True False Most folks come to work with a positive, can-do attitude.
3) True False Employees usually stay within their own assignment or job boundaries.
4) True False When needed, we all sacrifice personal and immediate job interests for the larger, common purpose of the organization.
5) True False We are not always given increased authority, resources and encouragement when given increased responsibility.
6) True False The leader(s) takes ownership for the short-comings as well as successes of the organization.
7) True False The system and "way things are" (policies, procedures, etc.) often get in the way of real progress.
8) True False We frequently celebrate incremental success and progress.
9) True False There is a fair amount of finger-pointing and blame when things go wrong.
10) True False When mistakes or failures occur, we conduct an objective post for learning purposes.
11) True False Some of our compensation and reward practices do not reinforce the desired behaviors we need to be successful.
12) True False Most of us treat adversity as a learning opportunity and commit to moving forward with even greater wisdom.
Scoring- Add your True answers on odd-numbered questions to your False answers on even-numbered questions. The Iccountability Quotient (IQ) for your organization follows this scale:

Combined Score:

  • 9 - 12 No Iccountability
  • 6 - 8 little lccountability
  • 3 - 5 Some Iccountability
  • 0 - 2 Strong Iccountability
Are you ready to candidly evaluate your leadership style? Contact us at 804-677-7394.