Download Accountability Leadership by Gerald Kraines PDF
By Gerald Kraines
Responsibility management is greater than a conceptual treatment....It is a pragmatic strategy, with nice instruments, to spot and advance striking leaders and to create an organizational constitution and strategies that advertise responsibility and function. It demystifies the thought of management with a collection of ideas which are transparent and simple to enforce.
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Extra info for Accountability Leadership
Now, will it be more difficult to climb one or both ladders the next day? Sure! The “missing rungs” ladder is going to require a much greater stretch as you climb up or down; you’ll have to be taller and have stronger muscles to move up and down with ease (read: brighter and more skilled knowledge and commitment). The “extra rungs” ladder is also going to be harder to climb, because you’re going to want to skip rungs and put your foot where it would be natural to find the next rung. But because you can’t know exactly how many Leveraging Potential 55 rungs to skip, you’re more likely to trip all over your own feet (read: non-valueadding positions in the hierarchy that you bypass only at your own peril).
If we think clearly about the nature of managerial leadership systems, we can see that they are not only accountability hierarchies, but they are also judgment hierarchies. By this I mean that each manager at each level is accountable for meeting fixed commitments made to her manager (QQT/Rs and working within limits4), but how she meets them is up to her own judgment and discretion. If she decides on a plan that calls upon her to personally do one-third of the work and to delegate two-thirds of it, that’s fine.
But because you can’t know exactly how many Leveraging Potential 55 rungs to skip, you’re more likely to trip all over your own feet (read: non-valueadding positions in the hierarchy that you bypass only at your own peril). So it is with managerial hierarchies. All employees benefit from having managers who are able to think at one level of complexity greater than they do. Thus, when our manager sets context for us, she’s able to give us a more complex and valuable understanding of the overarching goals and the environment than we would be able to construct for ourselves.