MANAGEMENT FOR ACCOUNTABILITY: A toolkit for business leaders | Culture & Leisure


Since the beginning of time – and even before the clock was invented – every workforce in every civilization and empire was exactly the same: 10% of people did 90% of the work and 90% of people did all 10. % remaining. Then things drastically changed. Credit, or curse, the computer, timeshare, phone, texting and finally COVID-19 have changed the world. Suddenly the 90% of people in the office looking at the clock had to actually happen. You couldn’t just show up and waste the day. This is especially true now when employees MUST complete their assigned duties even though they are at home.

At the same time, the leadership has also changed. A decade ago, a good administrator was one who forced, coaxed, bribed, promised, threatened, pushed his employees to complete a project on time and on budget. The worm also turned, as Shakespeare would have said. Gone are the days of herding employees. But now there is a new requirement: quality. Yes, you can work from the comfort of your own home, but what you produce must be of high quality. This quality requirement means that managers are now judged with a new criterion: responsibility.

MANAGING FOR ACCOUNTABILITY is a book that is the fingerprint of this new era. While the title of the book involves management, the real purpose of the book is to improve the value of the finished product as well as the ongoing task of management. Having standards for workers – new and seasoned – is universal. But standards are quite simply the lowest level of performance. Businesses of all sizes will no longer survive being average. Competition is fierce and the only way to improve productivity is to improve the performance of workers.

Significantly, the overall theme of the book is the reality – overlooked by too many managers – that the most important asset in any business is the employees. Just as they can turn a mediocre business into a powerhouse, they can also rot the foundation of a successful business. MANAGING FOR RESPONSIBILITY is a great guide to what a manager should not only do, but how to do it with finesse. If you want quality performance from your employees, you have to be a quality supervisor. If you don’t know how to do this, RESPONSIBILITY MANAGEMENT is for you.

Leave A Reply

Your email address will not be published.