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David Witt: Scott, one of the big challenges I know in organizations is how do you hold people accountable for results? Scott Blanchard: well, accountability is one of those, interesting things. There's a couple principles that are really important. The first thing is you need to have a small list of things that you're willing and able to hold people accountable to as possible. David Witt: Okay. Scott Blanchard: And those better be things that you actually demonstrate accountability around yourself. David Witt: Okay. Scott Blanchard: You know, because and, and they have to be things that are kind of threshold or really, really kind of important, important issues.
Because you know, if you're willing to hold somebody accountable, meaning that you're going to call them out if they're not doing something. David Witt: Right. Scott Blanchard: You know, it, it better be something that matters. And it better be something that was kind of set up well, you know at the front. David Witt: Okay. Scott Blanchard: And what I found is most people that is crying about accountability. David Witt: Right. Scott Blanchard: What they're generally suffering from is a lack of alignment between what people actually feels most important and what they feels most important. In fact we did a study with a big company Canada, like about 8 or 9 years ago. And we ask managers, to, to think about an employee and write down the five things that they are out to to in priority order.
Right? David Witt: Right. Scott Blanchard: And then we ask those employees to write down the five things that you're help accountable to in priority order. David Witt: So ta, ask the managers and the employees separately what the employee is, is held accountable for? Scott Blanchard: Yeah. David Witt: Okay. Scott Blanchard: And what we did is we compared the lists. David Witt: And what did you find out? Scott Blanchard: That 21 percent was the average agreement. David Witt: Really? Wow. Scott Blanchard: Generally what happens is people are doing things that they feel they're being held accountable to. David Witt: Right. Scott Blanchard: Before, and then managers have a different idea about what is most important and there's a,there's a problem with the meshing of the two sets of priorities.
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