Our last podcasts in the series defining the constructs of organizational alignment covers aligned empowerment and accountability. These two constructs are completely dependent on other constructs to improve for these areas to get better. Why’s that? Well, you just can’t go and say, “You are more empowered, or we’re going to hold each other more accountable.” There’s work on items such as communication and leadership that need to be done before empowerment and accountability can be affected.
However, through our statistical analysis, movement in these two constructs are the linchpins for movement in the metrics that matter you you most.
Like the previous episodes defining organizational alignment; creativity, communication and best practices; and leadership, teamwork and development; mission and vision; and organizational alignment, in general; this podcast follows the same format of defining the construct, providing practical guidance on how you could engage in the practice and questions you can ponder and discuss with colleagues.
Empowerment is the concept that people feel they have the authority to make approriate decisions without micromanaging and that there isn’t inappropriate bureaucracy in the organization that keeps them from fulfilling the mission.
Increasing empowerment requires other constructs, especially leadership, communication and development. When people are part of the development of plans and strategies and have inputted into best practices, they have a vested interest in the outcome. They are empowered and…accountable.
People hold themselves accountable when they are connected with the purpose of the organization as well as when they believe in the plans and strategies that have been set forth. As noted above, when employees have been a part of devising plans, they are more empowered and hold themselves more accountable.
When groups of people have been incolved, through creative communication and innovation, they are more willing to hold one another accountable to high standards of performance and behavior.
When other alignment constructs are worked on, there’s a correlated impact on accountability. Building leadership capabilites and practices lead to that type of improvement.
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