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Show 20 Hilltop Times April 18, 1996 "'U6lMyUZevS f Accountability: the answer to government managers' dreams Contracting Directorate Child Safety Rear Door Locks "If we could only establish some kind of accountability in my area," government managers and leaders sigh, "most of my problems would be under control." Some managers energize themselves, attempting to set up accountability, only to fail nine times out of 10. As they seek improvements, they realize that accountability is at the root of all improvements. They can't let go of the dream f but making the dreamxome true seems to be forever just beyond their reach. long-lastin- g having-jccountabili- ty, and quantify the tasks. posiDevelop the consequences for doing them. tive or negative Agree on needed resources to do the work. Create a score card. Evaluate accomplishments 0 96 PROTEGE. DX 5 Speed Dual Air Bags Tilt Steering Column by Bruce Smith 621-110- $154 com- pared to a standard. Peter Drucker once wrote, "If you want it, measure it. If you can't measure it, forget it." There is a way to measure anything: widgits per shift, defects per parts produced, customer complaints per department and the number of sendees rendered. These are quantitative. Qualitative should also be included, such as customer approval average rating or Gen: Henry Viccellio, commander of ..content- - analysis of customer's tnmmenfcfl- Air Force' Materiel Command, lias " forth a simple, yet comprehensive frameMost, ifnot all, of these measurements indon't work for improvement, applicable to exist; you have to make them up. dividuals as well as the largest Employees and supervisors should seek an agreement wherein both sides organizations. These questions help win. It requires innovation and creativishape an accountability agreement: a. How are you doing? ty. Agreements like this have never been b. How do you know how you are made before. If you don't create them, doing? you'll never have what you want. c. How are you improving? One consequence many managers d. How do you know that you are im overlook is that being noticed, appreciated, recognized, listened to and valued is proving? Many government employees are enough motivation for many employees. plopped into a job and become a cog in Supervisors can give this kind of recogan enormously huge government wheel. nition without affecting their budget, The wheel's circumference is so large and yet they are sometimes so reluctant to intimidating that employees are soon do so that recognition is only given in content and confined in their ,a little eyedropper amounts, once a year at apniche. To improve, they become more praisal time. and more entrenched in their job, una Most conscientious employees prefer ware whether the improvements they re to be held accountable for the work they do. It's a secure feeling. It frees them to trying have a positive or negative imbe innovative in creating how they will pact downstream. All accountability is based in first get the desired results. It's also the best knowing how your job is linked to the way to show off their work and be reaccepted or authorized mission. Without warded for it. this, it is possible to be extremely busy in your job, accomplish many things, We can't afford to simply hire emonly to learn later that the work has ployees' hands, that mindlessly and nothing to do with the overall mission. It is liberating to know exactly what methodically get the work done. In toyour job is, and how it fits in, impacts day's world, we must also employ their and contributes to the whole. Once heads and hearts. Their heads are their minds, innovalinked, accountability grows. tion, creativity. This part of them questions outdated and outmoded practices and procedures. They come to work menAccountability is an agreement between employee and manager to accomtally engaged. In their hearts is found plish certain things in exchange for their commitment, zest and drive. Some organizations are happy with compensation. Effective accountability gives full responsibility to the worker some hands to do the work. They don't who periodically evaluates the results in know how to tap the vast and remarkameasurable ways. ble resources that are only realized by Where does an effective accountabiliengaging the heads and hearts of their ty agreement come from? You make employees. them up you create them. They come In a widely distributed book, "The out of your own head. This is startling Fifth Discipline," the past CEO of to most employees who assume that all Hanover Insurance refers to the vast directives, including accountability wasteland of unused human resources: agreements, must come as regulations "People who enter business are bright, blessed by Congress itself. people, full of Design the measuring system that is energy and desire to make a difference. right for you and your unit to measure By the time they are 30, a few are on the 'fast track' and the rest 'put in their your own results. Choosing accountability is choosing an entrepreneurial spirit time' to do what matters to them on the that creates what you want You choose weekend. They lose the commitment, the sense of mission and the excitement with it because you want v. r.'ch they started their careers. We get little of their and almost none of In 1987, Lee Iacocca admitted, "I their spirit." energy wasn't using all my people to their fullest potential I was deep in talent, but it was arranged in such (a way) that Once employees learn that they can . I couldn't get second-leve- l people into have a hand in determining their " the now of things. He enjoyed great f nd what they want to be and do, success by changing management and once thp --.ying field and the reward allowing accountability and solution to neiii u, iarr ana and once flow from the bottom up. 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