{"id":39288,"date":"2021-08-09T19:04:11","date_gmt":"2021-08-10T02:04:11","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=39288"},"modified":"2021-08-14T12:18:18","modified_gmt":"2021-08-14T19:18:18","slug":"leadership-2-0-hold-everyone-accountable-for-results-and-respect","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/education\/leadership-2-0-hold-everyone-accountable-for-results-and-respect\/","title":{"rendered":"Leadership 2.0: Hold Everyone Accountable for Results AND Respect"},"content":{"rendered":"

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Leadership 2.0: Hold Everyone Accountable for Results AND Respect<\/strong><\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” _builder_version=”3.22″ custom_margin=”-77px|||||” custom_padding=”27.2344px|0px|0|0px|false|false” custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=””][et_pb_row column_structure=”1_3,2_3″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”20px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px”][et_pb_column type=”1_3″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2021\/06\/unnamed-scaled.jpg” title_text=”unnamed” show_bottom_space=”off” align=”center” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|” _builder_version=”4.9.0″ animation=”off” sticky=”on”][\/et_pb_image][et_pb_text disabled_on=”on|on|” _builder_version=”3.27.4″ text_font=”PT Sans|on|||” text_text_color=”#02b875″ text_font_size=”20″ text_line_height=”1.2em” header_text_color=”#000000″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||0px|”]CHRIS EDMONDS<\/a><\/span>[\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”4.9.0″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|” hover_enabled=”0″ sticky_enabled=”0″]<\/p>\n

S. Chris Edmonds is the founder and CEO of the Purposeful Culture Group, which he launched after a 15-year career leading and managing teams. He\u2019s a speaker, author, and executive consultant who helps senior leaders build and sustain purposeful, positive, productive work cultures. He also served as a senior consultant with the Ken Blanchard Companies for 24 years. He is the author or co-author of seven books, including Amazon best sellers\u00a0The Culture Engine<\/i>\u00a0and\u00a0Leading At A Higher Level<\/i>\u00a0with Ken Blanchard. His upcoming book with Mark S. Babbitt,\u00a0Good Comes First<\/i>, guides leaders to create an uncompromising work culture where respect is as important as results.\u00a0Good Comes First<\/i>\u00a0launches on September 28, 2021. Learn more at\u00a0http:\/\/GoodComesFirst.com<\/a>.<\/p>\n

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Does your work culture demean and dismiss people \u2013 or does it validate and celebrate them?\u00a0<\/p>\n

Research proves \u2013 and our own experiences show \u2013 that our workplaces are not as inspiring or generous as they need to be. Instinctively, we know employees deserve to be respected, validated and honored for their ideas, efforts, and accomplishments. And yet, most say their daily experiences at work are more demeaning and dismissive rather than inspiring and constructive.\u00a0<\/p>\n

The data is clear: Despite newfound freedom from work-at-home opportunities, people are still not finding their work fulfilling or engaging. Gallup\u2019s 2021 research<\/a>, for example, found that 20% of global employees are engaged at work while 36% of US employees are engaged. That leaves a lot of room for improvement across the planet.<\/p>\n

There is hope, however. Gallup\u2019s Exceptional Workplace Award<\/a> winners average 73% employee engagement \u2013 double the US engagement rate and more than triple the current global level of engagement. So what are those companies doing differently? Why do those employees come to work engaged \u2013 while others come to work just to collect a paycheck?<\/p>\n

Key to Success: Making Respect as Important as Results<\/h4>\n

Every leader I\u2019ve ever spoken to wants greater engagement, increased wellbeing, deeper commitment, and positive teamwork across their organization. They know positive moves in these metrics lead to more productivity and higher profits. But they\u2019re not sure how to create real change within their organization. When asked to change their work culture, they don\u2019t know where to start.<\/p>\n

The answer is quite simple for many leaders: Leaders must build a solid foundation that ensures respect is as important as results in every corner of your organization.<\/p>\n

To do that \u2013 and to build and sustain a purposeful, positive, productive work culture \u2013 we help leaders first define their desired culture. Specifically, we help them formalize their organization\u2019s servant purpose, values and behaviors, and strategies and goals. This thorough process helps clarify an organization\u2019s desired \u201cend state\u201d \u2013 presumably, a workplace where employees experience good \u2013 respectful, validating engagement \u2013 in every interaction.<\/p>\n

Once the \u2018define\u2019 process is complete, the next step is to hold every person in the organization accountable for living the desired culture.<\/p>\n

This is where many leaders fail, however. Instead of holding themselves and others accountable, shortly after announcing the new rules and working conditions, they fail to live up to the new expectations themselves. At crunch time, rather than correct destructive, win-at-all-costs behaviors, too many leaders rationalize those behaviors. In the process, those leaders prove to every employee that results still matter more than respect, and this change effort isn\u2019t real. Employees quickly realize that leaders talk a good game but are more than willing to change the rules as the game is played.<\/p>\n

The Key to Real Change: Accountability<\/h4>\n

The lever that changes \u2013 and sustains \u2013 your uncompromising work culture is accountability: holding everyone accountable for respect and results, every day. As history and data show us, a leader who pulls this lever \u2013 and serves as Chief Role Officer themselves \u2013 takes employee engagement numbers from the mid-30s to the low-70s.<\/p>\n

Unfortunately, accountability has been inconsistent in our workplaces for decades.<\/p>\n

In an informal (non-scientific) poll conducted on my website, Driving Results Through Culture<\/a>, 65% agreed or strongly agreed with the statement:<\/p>\n

\u201cFormal leaders in our company hold themselves accountable for both respect and results.\u201d<\/em>\u00a0<\/p>\n

Now 65% isn\u2019t bad \u2013 but that means that 35% of respondents disagree with that statement.\u00a0<\/p>\n

Only 54% of respondents, though agreed or strongly agreed with this statement:\u00a0<\/p>\n

\u201cFormal leaders in our organization hold everyone accountable for both respect and results.\u201d<\/em>\u00a0<\/p>\n

That leaves 46% that disagree with the statement.\u00a0<\/p>\n

Granted, this quick snapshot may not be reflective of your workplace. But it\u2019s highly likely that 100 % of your employees do not 100% agree with those two statements. Which means accountability is not consistent for these two highly desirable workplace outcomes: respect and results.<\/p>\n

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Every leader I\u2019ve ever spoken to wants greater engagement, increased wellbeing, deeper commitment, and positive teamwork across their organization.<\/p>\n

[\/et_pb_text][et_pb_text _builder_version=”3.27.4″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_phone=”20px||3.7%|||” custom_margin_last_edited=”on|tablet”]CHRIS EDMONDS[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.9.0″ custom_padding=”0||25px||false|false”][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”4.9.0″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_margin=”|auto||auto|false|false” custom_padding=”0||0px||false|false” custom_padding_tablet=”0px||10px||false|false” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.9.0″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”37px||2px|||” custom_margin_tablet=”40px||0px|” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” custom_padding=”0px||0px|||” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet”]<\/p>\n

A Proven Accountability Model<\/h4>\n

In our upcoming book, Good Comes First<\/em><\/a> (available on September 28, 2021, and ready for pre-order now), my co-author, Mark S. Babbitt, and I share our proven approach for embedding respect and results across every workplace plan, decision, and action.\u00a0<\/p>\n

Within that approach, leaders must consistently demonstrate these five accountability practices:\u00a0<\/p>\n