Over the last several weeks we’ve talked about why consistent high-performance requires accountability, and how the quality of planning and decision-making processes can support accountability. “Go Slow to Go Fast” is a useful reminder that we will always pay later for taking a short-cut approach to accountability.
High-performance cultures are ones where systems of accountability are built and reinforced, and where accountabilities are reviewed and recommitted to on a continuous basis. But let’s suppose you haven’t yet built these systems, and you’ve just fallen short of an important goal, and no one is stepping up to accept accountability. Now what?
It’s time to go back to the beginning and build that system. There are five requirements: