Keeping the Lights On of resource constraints , problem solving , and operational pressures are working to cause the organization to drift away from this foundation . With concerted effort , people organization-wide begin to own their own contribution to Key Results .
In a Culture of Accountability , people at every level of the organization are personally committed to achieving Key Results targeted by the team or organization , and they never wait to be asked for a progress report or a follow up plan . Instead , they report proactively and follow up constantly , diligently measuring their own progress because they have internalized their commitment to achieving results . Their mantra —“ What else can I do to achieve the desired results ?”— leads them to continually find answers , develop solutions , overcome obstacles , and triumph over any trouble that might come along . And , as you would expect , everyone holds everyone accountable for achieving those results .
Plugging into Key Results It didn ’ t happen overnight , and it didn ’ t happen without a significant amount of time and effort , but OGE got the
‘ In a Culture of Accountability , people at every level of the organization are personally committed to achieving Key Results targeted by the team or organization , and they never wait to be asked for a progress report or a follow up plan .’
Key Results they needed — a 50 % reduction in safety incidents which led to improved morale and employee engagement , a 20 % increase in customer satisfaction , and a nearly tripled share value of $ 35.97 . Moser said the Culture of Accountability ® that OGE is still building on today helped IIF really take hold in the hearts and minds of OGE members , even from their first day of employment . “ Thanks in large part to our work on accountability , our IIF culture comes from every member , every moment of every day , at work and at home .”
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