Finger pointing, unclear expectations and communications, ineffective teamwork, difficulty retaining quality employees occur, to one degree or another, in every organisation. But when customers, competitors or internal changes apply pressure, they can inflict serious damage on productivity.

It's not surprising to read headlines that reflect "Tried and true strategy: sack staff", especially when corresponding articles report 75% drops in profit, loss of $175M in annual results and the closing of 60 stores across Asia Pacific. As an alternative to stripping out talent, imagine if your staff were self managing their achievements and hitting goals, despite the market situation - this is one result of an Accountable Culture.

Accountability has been an 'in focus' for many years. Certain sectors of the business world had become so unaccountable that the US government stepped in to force the issue with the Sarbanes-Oxley Act of 2002. But can personal Accountability be legislated? Sure, you may follow the rules to avoid going to prison but true Accountability comes from within, not through legislation. You can't impose long term genuine Accountability on others through fear. You can however foster a long-term accountable corporate culture. The best way to do this is via a grass-roots effort.

What is Accountability?
The development of a thorough understanding of and a mature relationship with one's accountabilities in the work place is an essential competency for success in any organisation. Yet despite the fact that accountable behaviour and fostering a culture of commitment are prerequisites to organisational success, the word itself is still widely misunderstood and misapplied.

Accountability is not something you 'make' people do - it has to be chosen or accepted by people within your organisation. People must 'buy into' being accountable and responsible. For many, this is a new, unfamiliar way to work. Most importantly: individual purpose and meaning come from assuming responsibility and accepting Accountability.

With Accountability comes a measure of discipline.

Accountability creates 'self managed' achievement across the organisationAccountability is the opposite of permissiveness. Holding people accountable is really about the distribution of power and choice. When people have more choice, they are more responsible. When they become more responsible, they can have more freedom. That's what company-wide Accountability is all about.

So, how do you build company-wide Accountability?
Companies that can clearly identify, articulate, and execute their strategic goals are well positioned to be able to create organisational Accountability. To effectively achieve these goals, companies must measure and manage actual business performance against these goals in a highly coordinated manner.

Building company-wide Accountability requires not only a framework or a systematic methodology based on proven best practices. It also requires technologies that make the framework practical to use and implement on a daily, weekly, monthly quarterly and annual basis. In addition, it takes an external culture & strategy advisor to help you along the way to align the culture to the company's strategy as they are external to the cultural traditions and will be able to recognise behaviors that will not facilitate the shift required.

Finally, it takes an organisation that is ready and able to accept Accountability and the ownership and the freedom that comes with the new responsibility mindset. Accountability and organisational change come through a new set of conversations.

When you get to an Accountable Culture, the feel of flow associated with working within such an environment empowers the right individuals to maintain and sustain peak performance and deliver outstanding results. There is a sense of fulfilment gained that makes them want to stay and continue achieving which inturn causes the organisation to achieve stellar results and ensure long-term success.

Building a culture of Accountability is a journey, not an event and Accountability is not a skill, it is a mindset. How people relate to circumstances and one another reveals their level of Accountability. Coaching and holding people accountable are two significant elements of an Accountable Culture, but they are not the only ones. The most important message a leader can send is that building a culture of Accountability is not a programming of the mouth - it is a journey and a way of doing business.

Mettle is hosting a complementary practical working session for senior decision makers on Accountability on Thursday 18 September as part of its Mettle U Program. Participants are able to experience elements of the programs they use as part of their Culture and Leadership roll-out initiatives. To enroll: Ring 002 9964 9511 or www.mettle.com.au (current executive programs).