Who Pardoned Accountability
Storyboard Descrição
EDL 540
Texto do Storyboard
- Accountability has been arrested for the murder of Change!
- Four months ago, Change was pronounced dead at Entitlement, Inc. where he had been working on a supply chain initiative.
- Day One in the courtroom. Culture is the first witness on the stand responding to cross examination about the relationship between Change and Accountability.
- Given the level of Accountability in our organization and the significance of this Change, I can't imagine they didn't work together closely.
- We have a number of qualified resources at his disposal-Coach, Incentive, Performance, Plan, Budget. So, yes my expectations were reasonable. And I rely heavily on these qualified resources to integrate Accountability with your Change.
- Next up was Sponsorship in his outfit straight from GQ. He responds to questioning about his expectations of Accountability with this change.
- Vision was speechless when the prosecutor pointed out that Accountability must not be doing his job if 7 out of the last 10 Changes have died or been ineffective.
- As I looked to the future of our organization we needed Change to lower our costs and thus preserve our profit margin. We needed Accountability to see this Change through.
- Communication explained the difficult job of making sure all key stakeholders meet and get to know the Changes, including how Accountability must be enlisted when Change goes to implementation. But when asked if employees were informed of the consequences of their work behavior related to this Change she replied...
- I plead the fifth.
- We have policies and procedures, traditions, ways of doing things. Our employees know they are held... accountable for their Performance.
- When Urgency was questioned about how Culture supports Accountability he responded....
- BAM! Performance fell to the floor, revealing that the whole thing had been staged.
- Performance limped to the witness stand, accused of being tripped by Accountability. When questioned about his relationships when they have a new Change, he replied...
- Yes, I have a close relationship with Accountability, and Vision, and Urgency, and Plan, Coach, Incentive, Budget, Commitment, and the employees. My outcomes are directly related to my relationship with all of these.
- Were the employees acquainted with the plan? Was Incentive tied to Accountability? What is the opportunity cost of inadequate Accountability? Did Entitlement, Inc. have a team or just a bunch of players?
- The Judge reviewed his notes for the witnesses Plan, Incentive, Budget, and Coach.
- At first we weren't sure what this Change would do. Unsure if it was necessary. After a few meetings, Sponsorship talked about this Change but we never had any questions answered. Where was Urgency? What's the Plan? Coach gave training but no energy was invested because Change hadn't been embraced. But Accountability was not the cause of his death.
- Despite the prosecutors objection, the judge allowed a surprise witness, Ed Jent, who was a frontline employee at Entitlement, Inc. with direct knowledge of this Change.
- Accountability cannot be held criminally liable because you all were complicit in Change's demise. You see Accountability as being outside of your work and not a part of it. My advice: Provide clear and aligned direction with any Change. Show success as a result of Change. Don't skimp on important Changes. Involve employees. And employees must advocate for Change and embrace Accountability. Create a Culture of trust. Have clear, measurable goals. Function as a team and Communicate.
- The Verdict- I hereby sentence you to joint custody of ACCOUNTABILITY.
- Two weeks later, the judge read in the paper... Entitlement, Inc. had changed its name to Ownership, LLP
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