It’s common among work groups to decry the lack of accountability in the workplace. In response, leaders and organisations focus on improving accountability, but often they do so in ways that are completely counter-productive and damaging. Developing accountability is more complex and nuanced than you may initially think, so it’s worthwhile spending some time of getting it right.
January is an interesting month for work in Australia. Things tend to be a little quieter on the work front with things yet to pick up after the holiday period, while social lives can be quite busy as people capitalise on the warm summer nights and greater free time. In your organisation, you likely planned out 2017 back in the final quarter of 2016, and individually there is a good chance that you have set New Year’s Resolutions or at least spent some time pondering and refocussing on your long-term goals and direction. January is thus the ideal time to evaluate your thinking and strike while the proverbial iron is hot. There are a number of things you can do in your team to make sure that you capitalise on the opportunity to reboot in January and set yourself up well for the year.
Organisations and leaders accept that a key competitive advantage available to any organisation lies in the skills and capabilities of its employees. It follows that leaders and organisations recognise the importance of investing in training and development initiatives. Unfortunately, this is rarely done well. Indeed, some research has suggested that 80% of training expenditure is wasted. That’s particularly concerning in times of tight budgets and attention on ROI.
Perseverance and resilience are key to long-term success and are increasingly sought after in employees. In contrast, failure is a dirty word. It makes us uncomfortable and we try to hide our own failures from others fearing it is a sign of inadequacy.