Download Accountability. Freedom and Responsibility Without Control by Rob LeBow, Randy Spitzer PDF

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By Rob LeBow, Randy Spitzer

Using a wealth of real-world examples, this step forward ebook deals a brand new freedom-based administration paradigm that greatly improves each element of business-from how we lease, compensate, and inspire humans to how we deal with caliber matters, serve clients, overview staff, and extra. responsibility tells the tale of Pete Williams, a hard-charging CEO, who meets Stan "Kip" Kiplinger, a retired businessman, in the course of a cross-country educate journey. Pete's production enterprise is in serious ; productiveness is falling. he is attempted all of the renowned administration methods, yet he cannot get his humans to be responsible for assembly their goals.Kip issues out that each administration method Pete has used is finally in response to controlling humans. instead of encouraging humans to be dependable, control-based structures discourage responsibility by means of destroying people's feel of possession in their task. Kip introduces Pete to a brand new means of prime humans in accordance with freedom-giving humans the...

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Extra info for Accountability. Freedom and Responsibility Without Control

Sample text

It would be nuts, and he’d be signing his own career’s death warrant. Kip knew that abandoning control was pretty radical. He had experienced this reaction over the past years with many business leaders. He himself would have reacted the same way if some stranger had offered the freedom philosophy as a solution early in his career. ’ She had already figured out that all the programs we were trying wouldn’t solve our fundamental problem—getting people to own their jobs and to be accountable. She knew that personal coaching, measurement tools, and incentives might be helpful but that the fundamental issue still remained untouched.

32 I’d submit to you that people at every level within your operation are much more capable and willing to be accountable than you think, and that even sensible or subtle control programs are ultimately counterproductive. Kip took this opportunity to poke some fun at Pete. “Pete, who’s to blame for this situation? ” Even Pete had to laugh at Kip’s comment, but Kip had made his point. The point was clear: Controls weren’t the solution, but Pete still wasn’t ready to recognize it. 33 “We realized that our beliefs about people were holding us back,” Kip explained further.

Our first attempts at change were sincere but flawed. They were flawed because I was still looking for a program. 18 “We tried total quality management (TQM). Remember in the mid-eighties it was the rage, and it made sense at the time. And we enrolled our people in personal improvement courses; I even took on a personal coach. I brought in consultants to help us design a new incentive program, we installed a customer service initiative, and we outsourced our help desk facilities. We tried every program we thought was reasonable.

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