UTILITIES
In our meeting with company leaders , we advocated that a Culture of Accountability would encompass the whole organization , including every initiative and all Key Results . With just a few carefully defined Key Results , they would then need to redefine accountability . Only then would they get their culture moving in the right direction — one where people understood and owned delivering the Key Results of the organization .
“ We developed our belief statement , ‘ Live Safely ,’” said Moser . “ And that led us to create and develop experiences that supported an Incident and Injury Incident and Injury Free ( IIF ) Culture .” Still , the company needed a culture that would come from more than just a few experiences from a few individuals — they needed this shift to be reflected organization wide . Supporting this , our research consistently shows that people who have a crystal clear understanding of their organization ’ s Key Results consistently demonstrate higher levels of accountability for achieving those results than do people who have a less clear understanding of their organization ’ s Key Results . People hunger for more clarity
‘ In our over 25 years working with the best organizations , we ’ ve seen the greatest success come from laying claim to a culture where people demonstrate high levels of ownership to think and act in the manner necessary to achieve their Key Results ’
around the organization ’ s Key Results , because they want to be successful and they want to take greater accountability for what matters most to their organization . In our over 25 years working with the best organizations , we ’ ve seen the greatest success come from laying claim to a culture where people demonstrate high levels of ownership to think and act in the manner necessary to achieve their Key Results . That starts by everyone knowing what those results are .
The defining characteristic of
14 September 2014