Vince Molinaro - Accountable Leaders

For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762–2974, outside the United States at (317) 572–3993 or fax (317) 572–4002.

Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging-in-Publication Data:

Names: Molinaro, Vince, author.

Title: Accountable leaders : inspire a culture where everyone steps up,

takes ownership, and drives extraordinary results / Vince Molinaro.

Description: Hoboken, New Jersey : Wiley, [2020] | Includes index.

Identifiers: LCCN 2019053448 (print) | LCCN 2019053449 (ebook) | ISBN

9781119550112 (hardback) | ISBN 9781119550136 (adobe pdf) | ISBN

9781119550150 (epub)

Subjects: LCSH: Leadership. | Responsibility. | Teams in the workplace.

Classification: LCC HD57.7 .M6347 2020 (print) | LCC HD57.7 (ebook) | DDC

658.4/092—dc23

LC record available at https://lccn.loc.gov/2019053448

LC ebook record available at https://lccn.loc.gov/2019053449

Cover image: © Thomas Vogel/Getty Images

Cover design: Kevin Youngsaye

Figure design: Kevin Youngsaye

To Liz, for your friendship and unending support.

To Mateo, Tomas, and Alessia, for your daily inspiration.

To Mom and Dad, for your tremendous encouragement.

I am grateful to have you all in my life.

1 Cover

2 Introduction Introduction Why do so many of us have such negative experiences with leadership? Why do our organizations have so many mediocre leaders? Why do so many of us work on terrible teams? why do we spend our careers in organizations with uninspiring and even dreadful cultures? More importantly, why do we put up with all of this? You deserve better. We all deserve better. However, changing things means that you will need to be a better and more accountable leader. We will all need to be better and more accountable leaders. Why? Just look at the daily headlines or the newsfeeds on your smartphone. What do you see? Far too many stories of prominent leaders embroiled in scandal, corruption, sexual harassment, demonstrating unacceptable and even unethical behavior. Whether they are corporate CEOs, politicians, or other prominent figures, there are many disgraceful examples of leadership. These stories happen so often that we don’t even notice anymore. We have become conditioned to accept this as the norm. Well, it’s not—and we need to hold all leaders to a higher standard of behavior. You need to hold yourself to a higher standard of behavior. Our experience with teams isn’t much better. Research shows that only three in 10 employees believe that their co-workers are committed to doing quality work. 1 Most employees do the bare minimum to get by. We need to improve the quality and accountability of teams. While business leaders talk about the importance of corporate culture, the sad reality is that very few of them have created compelling ones. research estimates that only 15 percent of companies have the culture they need to succeed. 2 If an organization can’t build an inspiring culture, it will not be able to attract and retain the best talent in their industry or drive sustained business results. We must do better, and this book will show you how. Twenty-Five Countries and 80 Cities—the Story Is the Same Is Anyone Happy? This Is My Life’s Work It’s About Leadership Accountability The Ripple Effect—Accountability Breeds Accountability The Dual Response to Building Strong Leadership Accountability My Wish for You Notes

3 Part 1 The World in Which You Lead Chapter 1 The New Game Begins Before the Old One Ends The Story of Sears—a Once Great Company The World in Which Leaders Are Leading Today Context Matters When It Comes to Leadership The Emerging Context for All Leaders Final Thoughts Notes Chapter 2 Why Do We Not Have Better Leadership? Leadership Is Not as Strong as It Needs to Be The Price We Pay—an Inability to Successfully Execute Strategy The Faulty Assumption We Continue to Make Final Thoughts Notes

4 Part 2 Understanding Leadership Accountability Chapter 3 How to Think About Leadership Accountability The Timeline of Leadership Challenges A Turbulent Six Months at Uber Leadership Accountability—Why It Matters Final Thoughts Notes Chapter 4 Leadership Accountability at the Individual Level It’s Time to Pay Attention to Mediocre Leaders The Top Five Characteristics of Mediocre Leaders How Do Truly Accountable Leaders Set Themselves Apart? Final Thoughts Notes Chapter 5 Leadership Accountability at the Team Level Teams Have Transformed Teams and Accountability—the Critical Connection The Core Characteristics of Truly Accountable Teams Accountable Teams—What the Research Reveals Final Thoughts Notes Chapter 6 Leadership Accountability at the Culture Level Culture: The Number One Asset and Number One Liability What Exactly Is Culture? What Kind of Leadership Culture Would Enable You to Be at Your Best? A Community of Leaders—the Current State Final Thoughts Notes

5 Part 3 The Organizational Response—for All Leaders Chapter 7 How to Hold Others Accountable for Being Leaders Make Leadership Accountability a Priority in How You Lead Define Your Leadership Expectations Increase the Resilience and Resolve of Your Direct Reports Help Your Leaders Succeed Within the Broader Organization Final Thoughts Notes Chapter 8 How to Build an Accountable Team Make Leadership Accountability a Priority with Your Team Define Your Team’s Obligation Increase the Resilience and Resolve of Your Team Be One Team with a United Front Final Thoughts Notes Chapter 9 How to Be a Community Builder Commit to Being a Community Builder Think One-Company and Act in the Best Interest of Your Organization Create the Foundation to Tackle the Hard Work Support the Success of Your Peers and Colleagues Final Thoughts Note

6 Part 4 The Organizational Response for Senior Executives and Directors Chapter 10 Make Leadership Accountability a Priority in Your Company Leadership Accountability—the Critical Business Issue Conduct a Leadership Accountability Audit Lead a Strategic Leadership Conversation Final Thoughts Notes Chapter 11 Define and Embed Clear Leadership Expectations Leadership Expectations in Action—the Amazon Story The Benefits of Having a Simple, Clear, and Inspiring Leadership Contract The Failure Path to Avoid Create a Clear Set of Leadership Expectations A Company-Specific Leadership Contract in Action Final Thoughts Notes Chapter 12 Do the Hard Work to Sustain Momentum Demonstrate Zero Tolerance for Bad and Abusive Leadership Behavior Address Your Unaccountable and Mediocre Leaders Head-On Be Mindful of Whom You Put into Leadership Roles Support Leaders at Critical Turning Points Final Thoughts Notes Chapter 13 Foster a Community of Leaders Across Your Organization Assess Your Leadership Culture Look for Leaks in Your Leadership Culture Enable Relationship-Building Among Your Leaders Evolve Your Leadership Expectations as Your Company Changes Final Thoughts Note

7 Conclusion

8 Acknowledgments

9 Index

10 About the Author

11 End User License Agreement

1 Introduction Figure I.1 The Four Terms of The Leadership Contract Figure I.2 The Dual Response to Build Strong Leadership Accountability