Vince Molinaro - Accountable Leaders

2 Chapter 1 Figure 1.1 The Emerging Context for All Leaders

3 Chapter 2 Figure 2.1 The Leadership Accountability Gap

4 Chapter 3Figure 3.1 The Timeline of Leadership Challenges

5 Chapter 4Figure 4.1 The Top Five Characteristics of Mediocre LeadersFigure 4.2 The Impact of Mediocre LeadersFigure 4.3 The Five Behaviors of Truly Accountable Leaders

6 Chapter 5Figure 5.1 Team Clarity and Team CommitmentFigure 5.2 Teams Are Mediocre at BestFigure 5.3 Team Clarity—the Highest- to Lowest-Rated ItemsFigure 5.4 Team Commitment—the Highest- to Lowest-Rated ItemsFigure 5.5 Team Clarity—the Net Difference of Sub-Scales by Company PerformanceFigure 5.6 Team Clarity—the Net Difference by Company PerformanceFigure 5.7 Team Commitment—the Net Difference of Sub-Scales by Company PerformanceFigure 5.8 Team Commitment—the Net Difference by Company Performance

7 Chapter 6Figure 6.1 The 10 Characteristics of a Strong Community of LeadersFigure 6.2 The Current State of Leadership CulturesFigure 6.3 An Assessment of the 10 Characteristics of a Community of Leaders

8 Chapter 7Figure 7.1 The Four Strategies to Hold Others AccountableFigure 7.2 Assessing Leadership Accountability

9 Chapter 8Figure 8.1 The Four Strategies to Build a Truly Accountable TeamFigure 8.2 Assess the Team Clarity Dimension of Your TeamFigure 8.3 Assess the Team Commitment Dimension of Your TeamFigure 8.4 A Sample Leadership Contract for Senior Executive TeamFigure 8.5 Create Your Team’s Leadership Contract

10 Chapter 9Figure 9.1 The Four Strategies to Be a Community Builder

11 Chapter 10Figure 10.1 The Critical Roles Needed to Build Strong Leadership AccountabilityFigure 10.2 Gut Check Questions to Help Make Leadership Accountability a PriorityFigure 10.3 The Leadership Accountability Audit

12 Chapter 11Figure 11.1 The Five Steps to Create a Company-Specific Leadership ContractFigure 11.2 The Adecco Group Leadership Contract

13 Chapter 12Figure 12.1 The Hard Work Needed to Sustain Strong Leadership AccountabilityFigure 12.2 The Leadership Accountability Nine-Box

14 Chapter 13Figure 13.1 The Four Strategies to Build a Strong Community of Accountable LeadersFigure 13.2 The Community of Leaders SurveyFigure 13.3 The Aligned and Misaligned Leadership Behaviors

1 Cover

2 Table of Contents

3 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.

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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?