Creating Accountability: Live Online

Creating Accountability
Taking Ownership of Your Responsibility
Live Online
Participant Workbook
Table of Contents
Module Introduction 3
Organizational Accountability Scorecard 4
Organizational Accountability Scorecard: Reflection 5
I Have to 6
Reflection 7
Take Away the Scary Aspect of Accountability 8
It’s a Matter of Trust 9
Accountability Culture Model (ACM): Components Defined 10
Strategies to Define ACM Role and Goal Clarity 11
List Who Are You Accountable To? 13
ACM Role and Goal Clarity: Accountability Web Activity 14
ACM Accountability Measure: Component Description 16
ACM Accountability Measure: Chart 17
ACM Accountability Measure: Results 18
ACM Accountability Measure Next Step: Stakeholder 1 19
What About Your Other Stakeholders? 22
Hurdles to Remove 23
Seeking Accountability 24
Engage – Reflection 25
Empower – Reflection 26
Engaging and Empowering Others 27
Individual Accountability Scorecard 28
How Do I Use What I Learned Today? 31
Accountability Program Logic 32
©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

2
Module Introduction
Goals:
• Examine who you’re accountable to and what you’re accountable for. Determine whether you
have what you need to be fully accountable for the actions to take on behalf of your function
with your organization. If you discover you don’t have what you need, you will develop a
strategy to negotiate for those needs.
• Construct an action plan to engage and empower people accountable to you. Learn how to be
proactive in getting them to want to take ownership of their responsibilities.
Objectives:
By participating in this course, you will:
• Assess the effectiveness of your mindset, attitude, and skills regarding accountability.
• Use Accountability Tools to distinguish how individual tasks are prioritized to meet group,
team, or departmental goals.
• Increase personal accountability for yourself and the people you lead by applying the principles
of the Accountability Culture Model (ACM).

3
Organizational Accountability Scorecard
Rate how well you think your organization and its leaders employ these practices of accountability. The
scale ranges from 1 (not very descriptive of us) to 5 (very descriptive of us). Please circle the number that
best suits your organization.
a. We are specific and clear about roles, team leadership, and individual
1 2 3 4 5
ownership in a way that eases confusion.
b. People have a sense of ownership for the results of their team. 1 2 3 4 5
c. We face squarely what went right, what did not, and why. 1 2 3 4 5
d. When things don’t go right , we don’t hear denial, blaming, excuses,

1 2 3 4 5
or scapegoating.
e. People expect that their actions, decisions, and behaviors will be

1 2 3 4 5
evaluated.
f. Leaders take the initiative to claim and create what they need to
1 2 3 4 5
succeed.
g. People are held accountable if they don’t do what they say they will
1 2 3 4 5
do.
h. When facing competing priorities (for example, cutting costs while

improving customer service), people feel that they have the freedom, 1 2 3 4 5
support, and control to decide how to navigate the conflict.
i. People feel and can see a strong link between what they do and
1 2 3 4 5
overall team performance.
If your total score is less than 33, your organization and its leaders probably
need to take a look at how they can better create a culture that encourages Total
accountability.

4
Organizational Accountability
Scorecard: Reflection
Of the 9 items, which two do the group agree needs to improve?
Which two does your organization do well; may even be overdoing?
Which two would benefit you the most to improve relative to you and what you are accountable for?

5
I Have to...
List the top 10 things you have to do for your job.
1. I have to:
create communications plan
2. I have to:
equip sponsors on communicating and implementing change
3. I have to:
implement change management initiatives
4. I have to:
bridge AMT, NO, AO staff and project team
5. I have to:
provide feedback
6. I have to:
7. I have to:
8. I have to:
9. I have to:
10. I have to:

6
Reflection
What does accountability mean to you?
If you became more accountable, what would be the benefit to you?
If your team, group, or department became more accountable, what would be the benefit to your
organization?

7
Take Away the Scary Aspect of Accountability
Accountability is intrinsic, it can’t be enforced.
Key Considerations to Promote Intrinsic Motivation
• Competence: Discover strengths and interest for successful outcomes.
• Value: Identify the value of their work to the organization.
• Freedom: Support autonomy in their work.
Victim Mindset
Key Considerations to Changing One’s Mindset
Ask insightful questions:
• Am I responding with a “victim” or “accountable” mindset?
• What’s the first proactive and helpful thing I can do now?
• How can I positively influence the challenges and issues we face?
• Do I clearly understand the relevance and meaning of the transformational
changes and am I able to communicate it with my team?
No Trust
Key Considerations to Trust Others
• Have courage, lead by example.
• Be trustworthy and transparent to others and they will reciprocate your actions.
• Share your mistakes and lessons learned.
• Make trust a priority in all your interactions.
• Balance self-interest with service to others.
Perceived Fear vs. Real Fear

Key Considerations to Confront Perceptions
• Confirm with a reliable source what is real and what isn’t.
• Advocate for yourself. Be confident.
• Make provisions to be reassured, ask what happens if a mishap or failure
should occur.

8
It’s a Matter of Trust
• Competent
• Knowledgeable
ABILITY • Track record of successes
TRUST
LOYALTY INTEGRITY
• Caring • Honest
• Values our relationship • Reliable
• Keeps confidences • Open to other viewpoints

9
Accountability Culture Model (ACM)
Components Defined
Goal and Role Clarity: Both parties should reach a common understanding. This will confirm employees’
comprehension of how their work fits in with organizational strategy. Establish a method to consistently
and frequently measure performance against goals, and address processes and results.
Support: Provide candid feedback using Situation-Behavior-Impact (SBI), coaching, mentoring, and
training. An effective method to offer support is by modeling it. Show that it’s okay to take a calculated
risk and make a mistake if you lead the effort to fix it and learn from it. Most importantly, be explicit when
communicating expectations and emphasize how your organization values accountability.
Freedom: Define areas where decisions can be made freely, then develop employees’ decision-making
skills by providing them with the information they need to make decisions. Employees need freedom to
structure and direct the tasks if they are to be held accountable. The more influence an individual has over
the goals and process, the firmer the basis of accountability becomes.
Information: Relevant and accurate information is crucial for accountability. Arrange direct access to
enough relevant information to come up with an adequate solution in the time allotted.
Resources: An accountable person needs freedom to access and control of some the resources needed to
accomplish the tasks of their position.

10
Accountability Culture Model (ACM)
Authority
Boundary
Goal and
Write the three levels of support. Role
Clarity
Role
• Organizational Scope Clarity
• Supervisory
• Work Team
Support
Goal and Freedom

Resources Role Clarity
Information
Write the three major sources of information.

• Organizational System
• Customer-Focused
• Supplier/Resource-Focused

11
Strategies to Define ACM Goal and Role Clarity
Authority Boundary
Identify who you’re accountable to.
Authority
Support
Boundary
Goal and
Resources Role Freedom
Clarity
Role
Scope Clarity
Information
Scope Role Clarity
What outcome are you accountable for? Identify whether you’re accountable
PROCESS or RESULTS? for SKILL or KNOWLEDGE.

12
Step 1: Who are you accountable to?
List the top nine people, entities, or groups to whom you are accountable.
1.
Luis Noda
2.
Ana Narag
3.
Dan O-Brien
4. Libby Pollack
5. AMT
6. National Directors
7. NOs
8. Leima Sevilla
9.

13
ACM Goal and Role Clarity:
Accountability Web Activity
Instructions
1. Identify who you are accountable to. Stakeholders may be internal, external, individuals,
or groups.
• Assign a maximum of nine in order to simplify the activity.
2. Use two different highlighter colors: one to indicate the three most important people, the
other for the three least important people relative to you.
• Each row that connects the line anchors (stakeholders) in the web represents a level of
importance. The rows closest to the center of the web are least important, row closest
to the outer edge of the web are the most important.
3. Distribute 100% between PROCESS and RESULTS based on your perception of the
Stakeholders’ focus (i.e., P=75/R=25).
4. Place a plus sign (+) if you believe this makes good business sense for the organization,
or a negative sign (-) if you believe this ratio is harmful to the organization over time. A
good balance does not have to be 50/50.
• If you perceive any stakeholder’s mindset as a negative balance, who do you need to
access to clarify the potential downside? Schedule a meeting right now.
» Is your perception correct?
» Do others know or agree?

14
ACM Goal and Role Clarity:
Accountability Web Activity
P R ( - /+ )
P R ( - /+ )
P R ( - /+ )
P R ( - /+ )
YOU P R ( - /+ )
LOW
HIGH
P R
( - /+ )
P R ( - /+ )
( - /+ )
P R
P R ( - /+ )

15
Accountability Measure:
Component Description
PERSON’S NAME OR TITLE
a. YOU’RE ACCOUNTABLE TO
GI2025 PROJECT TEAM
e. b.
0 NO!
1
2
3 NOT ENOUGH TO COMMIT
4
5 COMMIT WITH ACKNOWLEDGED RISKS
6
7
8 ENOUGH TO COMMIT
9
10 YES!
d. c.
a. Goal and Role Clarity: Are you clear about who and what you are responsible for, process and
results, and if your knowledge or expertise puts you in a position of more or less accountability?
b. Freedom: To what degree do you have the freedom to decide on process and tactics to
accomplish the task?
c. Support: Do you have enough support from the organization, superiors, and the team?
d. Information: Do you have enough information to make a quality decision that you can take
ownership of?
e. Resources: Do you have enough resources to carry out the tactics and plans that are necessary
to be successful?

16
Accountability Measure: Chart
Instructions: a.
1. Assign each of the three high-priority stake- 1. GI 2025 PROJECT
holders to a grid.
2. Score ACM components: the current state of
your ability to be accountable for outcomes.
» 0 - Not enough
e. b.
» 5 - Enough to be manageable
» 10 - I can fully commit to be accountable
0
1
2
3
4
5
6
7
a.
2. ASIA PACIFIC TEAM 8
9
10
d. c.
e. b.
0
1
2
3
4
5
6 a.
7 3. ERP TEAM
8
9
10
d. c.
e. b.
0
1
2
3
4
5
6
7
8
9
10
d. c.

17
Accountability Measure: Results
1 2 3
a. Goal and Role Clarity a. Goal and Role Clarity a. Goal and Role Clarity
b. Freedom b. Freedom b. Freedom
c. Support c. Support c. Support
d. Information d. Information d. Information
e. Resources e. Resources e. Resources
Total: (x) ÷ 5 = score Total: (x) ÷ 5 = score Total: (x) ÷ 5 = score
Who’s more accountable, you or the stakeholder?
I am fully accountable I am fully accountable I am fully accountable
The stakeholder is The stakeholder is The stakeholder is

fully accountable fully accountable fully accountable

18
Accountability Measure Next Step
Stakeholder 1
First step toward creating accountability!
Which two ACM components did you rate the lowest (i.e., information and freedom)?
1.
2.
How will you increase these component ratings?

19
Stakeholder 2
1.
2.

20
Stakeholder 3
1.
2.

21
What about your other stakeholders?
Up until now we’ve focused on your three major stakeholders, but you cannot neglect the lower
stakeholders. What about your accountability to them?
Stakeholders that were not identified as your highest or lowest priority present great opportunities
for you to delegate responsibility to other people. In the circles below assign the three mid-priority
stakeholders that you identified in your ACM Accountability Web Activity.
Note: Do not worry about to whom you will assign to the task, right now what matters is what you want to assign.
Stakeholder 4 Stakeholder 6
Mid-Priority Mid-Priority
Stakeholder 5
Mid-Priority
This also contributes to creating a culture of accountability. This is where you have to commit to provide
what your people need in order to be accountable.

22
Develop a Culture of
Accountability
Hurdles to remove...
What is getting in the way of people working with me to be accountable?
1. being patient
2. unclear expectations
3. unclear roles and structures
4. no regular feedback mechanism
5. insufficient information or resources to do my job
6.
7.
8.
9.
10.

23
Seeking Accountability:
Most jobs require collaboration with others to complete a task and you are reliant on them to be accountable
for their part, too. The table below details actions to boost accountability.
Engagement Empowerment Accountability
Connection Confidence Goal/Role Clarity
Contribution Communication Transparency
Credibility Clear Boundaries Systems Approach
Support Respectful Challenge
Recognition Management of Paradox

24
Engage – Reflection
How were you engaged by a leader? If never, what did you need to be engaged?
How were your contributions recognized? If never, how would you like your contributions recognized?
How was credibility established? If never, what was needed for it to be established?

25
Empower – Reflection
How were you empowered by a leader? If never, what did you need to be empowered?
What freedoms were you given? If none, what freedoms would have made you feel empowered?
Did you have the right balance of results vs. process? If not, what balance would have worked best?

26
Engaging and Empowering Others
Determine what freedoms to offer, and describe how you will give them attention.
Demonstrate that you believe in them, and stay connected. Create SMART (Specific,
Measurable, Agreed Upon, Realistic, Time-Based) Goals, with fair and genuine actions.
I will do the following to engage the people I work with ...
I will do the following to empower the people I work with ...

27
Individual Accountability Scorecard
How well am I doing as a leader?
The Leadership Accountability Tool will help you evaluate yourself in terms of exhibited
accountability behaviors and traits. Look at these questions through two lenses:
» First, answer each area of the model as you believe your team members view you
with respect to your accountability behaviors and traits. For example, how would your
peers or direct reports rate you on the support you provide in collaborative efforts?
» Second, answer the same questions with regard to how your manager would rate you.
1. Circle the number that best describes your level of agreement with each statement. Your
ratings do not have to be perfect. Use your judgment, given the information you see on
the page.
2. Add up the points for each section of the accountability model. If your score for a section
is 14 or higher, you are doing well in that area. If your score is lower than 7, you
should think of some ways you can improve in that area.
3. Read through the strategies on the two pages following the survey page. The first page is
information on how to offer the component, the second page is how to receive it.

28
1. Support
There is acknowledged support for the importance of our deliverables. 1 2 3 4 5

The leader’s priorities are highly aligned with the organization’s strategy and tactics. 1 2 3 4 5
The leader is not hampered by too many top priorities. 1 2 3 4 5
The leader’s direct supervisor supports our priorities. 1 2 3 4 5
The leader’s team is excited about our results. 1 2 3 4 5
Total
2. Freedom
The leader is able to make significant decisions without a high degree of micromanaging
from their boss. 1 2 3 4 5
The leader is able to shape processes for the best results. 1 2 3 4 5

The leader is able to influence tactics in alignment with strategy. 1 2 3 4 5
The leader has the autonomy to direct the work of his or her department
or function. 1 2 3 4 5
Overall, the leader has freedom and autonomy to decide how the work
should be done. 1 2 3 4 5
Total
3. Information
The leader has access to relevant information in a timely manner. 1 2 3 4 5
The leader has access to customer information. 1 2 3 4 5
The leader has access to pertinent information regarding important resources. 1 2 3 4 5
The leader has effective lines of communication throughout the
organization structure. 1 2 3 4 5
The leader has effective informal networks to communicate efficiently across organizational
boundaries. 1 2 3 4 5
Total

29
4. Resources
The leader has access to sufficient resources to achieve key priorities. 1 2 3 4 5
The leader has control of enough capital to achieve the priorities. 1 2 3 4 5
The leader believes in competencies within the team to create innovative solutions. 1 2 3 4 5
The leader has enough human resources to accomplish their priorities. 1 2 3 4 5
The leader believes there is adequate time to accomplish the priorities. 1 2 3 4 5
Total
5. Goal and Role Clarity

The leader’s team has the right mix of organizational perspectives. 1 2 3 4 5
The leader is clear on who he or she is accountable to. 1 2 3 4 5
The leader is clear on the correct balance of ends vs. means (process vs. results). 1 2 3 4 5
The leader is clear on which tasks need his or her knowledge or perspective
over other tasks. 1 2 3 4 5
The leader is clear on their goals and their role in achieving those goals. 1 2 3 4 5
Total

30
How do I use what I learned today?
How can I increase my effectiveness by taking on greater accountability?
Behaviors Now Tools to Use

I am unclear what I am accountable for and what I
Accountability Web
am not accountable for.
I don’t know how to assess a situation to

Accountability Measure
determine if I am accountable.
I lack the tools and tactics for helping others

Accountability Web, Accountability Measure
become more accountable.
Conditions Now Activities

I don’t have a shared definition of what it means Accountability Goal Role Clarity Model – Inner
to be accountable. Ring
I can’t identify what stands in my way of being

Accountability Web, Accountability Measure
accountable.
Accountability Web, Accountability Measure, Goal

I can’t assess what business process and decisions
Role Clarity Conversations with Stakeholders and
require my accountability.
Collaborators
Determine what they need > Accountability Web,

Other individuals aren’t accountable.
Accountability Measure

31
Accountability Program Logic
How can I increase my effectiveness and the effectiveness of my team by fostering
greater accountability for the situations we lead?
Behaviors Activity
The people I work with don’t encourage
accountability among all group members.
The people I work with lack specific suggestions Continuously refer to ACM when assessing
for how to create an accountable team culture and performance situations.
environment.
Use the organizational scorecard to evaluate
Conditions initiatives, processes, and projects. Determine
which of the 11 components you do well and
The people I work with don’t know how to build identify where gaps need to be filled.
an environment that encourages their team.
The people I work with aren’t accountable.

32
CCL - Americas
www.ccl.org
+1 800 780 1031 (U.S. or Canada)
+1 336 545 2810 (Worldwide)
info@ccl.org
CCL - Asia Pacific

www.ccl.org/apac
+65 6854 6000
ccl.apac@ccl.org
CCL - Europe, Middle East, Africa

www.ccl.org/emea
+32 (0) 2 679 09 10
ccl.emea@ccl.org
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Creating Accountability

Taking Ownership of Your Responsibility

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©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

b. People have a sense of ownership for the results of their team. 1 2 3 4 5

d. When things don’t go right , we don’t hear denial, blaming, excuses,

e. People expect that their actions, decisions, and behaviors will be

h. When facing competing priorities (for example, cutting costs while

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

Which two does your organization do well; may even be overdoing?

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

create communications plan

equip sponsors on communicating and implementing change

implement change management initiatives

bridge AMT, NO, AO staff and project team

10. I have to:

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

If you became more accountable, what would be the benefit to you?

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

Perceived Fear vs. Real Fear

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

• Values our relationship • Reliable

• Keeps confidences • Open to other viewpoints

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

Goal and Freedom

Write the three major sources of information.

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

» Do others know or agree?

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

GI2025 PROJECT TEAM

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

b. Freedom b. Freedom b. Freedom

c. Support c. Support c. Support

d. Information d. Information d. Information

e. Resources e. Resources e. Resources

Total: (x) ÷ 5 = score Total: (x) ÷ 5 = score Total: (x) ÷ 5 = score

Who’s more accountable, you or the stakeholder?

I am fully accountable I am fully accountable I am fully accountable

The stakeholder is The stakeholder is The stakeholder is

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

First step toward creating accountability!

How will you increase these component ratings?

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

First step toward creating accountability!

How will you increase these component ratings?

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

First step toward creating accountability!

How will you increase these component ratings?

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

3. unclear roles and structures

4. no regular feedback mechanism

5. insufficient information or resources to do my job

©2020 Center for Creative Leadership. All Rights Reserved. CVD08212020

Engagement Empowerment Accountability

Connection Confidence Goal/Role Clarity

Contribution Communication Transparency

Credibility Clear Boundaries Systems Approach

The stakeholder is The stakeholder is The stakeholder is