Keeping the Lights On the email , it ’ s the government ’ s fault , and on and on the list goes . You can see how this could be an issue and demoralizing to the organization .
By contrast , a clear focus on well-articulated , measurable Key Results reverses this and encourages people to look at what they can do to improve company performance and deliver results that are most needed — our definition of a Culture of Accountability . When Key Results are clearly established , like at OGE , employees are no longer seeking out excuses , they begin to seek out solutions .
About the Authors
Multiple New York Times bestselling author Roger Connors is CEO / co-founder of Partners In Leadership , the global leader in workplace accountability training and consulting .
Mattson Newell is regional vice president of Partners In Leadership and expert in energy industry issues .
Each brings extensive expertise in helping management teams facilitate large-scale cultural transition through Partners In Leadership ’ s Accountability Training ® methodologies . They have helped the firm ’ s clients produce billions of dollars in improved profitability and shareholder value using the Partners In Leadership Training .
Next , create a Culture of Accountability ® OGE execs first had to agree that “ culture ” meant much more than what type of holiday party they ’ d have , but that it meant pervasively “ how we do what we do .” Once they connected that their current culture ( C1 ) produced their current results ( R1 ), the lights really went on . We helped them realize that achieving their desired , new Key Results ( R2 ) could not be accomplished with C1 . They needed their desired culture ( C2 ), a Culture of Accountability .
Results of organization research show that the majority of companies don ’ t have Key Results defined
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