Step 1 of 9 0% Email Header<p>Thank you for taking the time to complete the quiz.</p><p>Your customized <strong>Results Accelerator Report </strong>is attached.</p>Email Footer<p>Looking forward to helping you accelerate your success,</p><p>Sadie Bauman<br />Coach, <a href="http://www.ic3.ca">iC3 Intellectual Capital Coaching Corporation</a><br />sadie@ic3.ca</p>PerformanceAre you achieving your performance goals (growth, profitability, productivity..) within your time-frame set? During times of economic downturn or crisis, goals may need to be revised to be realistic.We set out with clear goals, but we are continually distracted with unexpected things that take our time and so not always achieving the desired results when we would like to.I'm often frustrated with our performance results because we are underachieving. Failing to regularly track and review our results does not give us time to react. Also,not revising our goals during the year when we are exposed to major external threats is demotivating.We are doing better than average on our results but I know we can do better. I just don't know what to change.We set clear measurable goals, track and discuss periodic results regularly and achieve or exceed most of the results we set on time . How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? Employee EngagementDo you regularly measure employee engagement and work on continuously improving it?We are really struggling with employee turnover and staff issues. We do not have a process to measure employee engagement.We have done employee surveys in the past but we didn't see any improvements in our engagement scores and our staff participation rate dropped, so we stopped doing them.We conduct an employee engagement survey annually with our staff. Our participation rate is pretty good and our engagement scores are good but they could be better. We share the results with staff and then we try to figure out through the year how to make improvements.We conduct an employee engagement survey annually with our staff and we have a great participation rate. We share the results of the survey with staff and conduct focus groups to brainstorm on ideas for improvement. When we select what we can commit to improve on, we report back with regular progress to staff.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? Client EngagementDo you regularly measure client engagement and have a process in place to continuously improve it?We are struggling with client retention and really have not defined who our target customer is. We have no process in place to measure client engagement. We are frustrated with client retention issues and we have tried doing client engagement surveys but clients don't like doing them so we gave up on doing them.We have pretty good client retention and get some referral business. We do client engagement surveys but don't really know how to make improvement from the results. We could do better with this.We conduct client engagement surveys regularly and we have a process in place to review the results and make small improvements. Our retention is great and most of our new business is based on referrals.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? ValuesDo you have clearly defined company values that determine how you and your team behave in all business interactions? And do those values become even more important to demonstrate during challenging times?I'm really struggling with telling people how to act or how to behave. When I've tried this I've failed.We have defined our company values and procedures in writing. I'm often frustrated that I'm continuously having to repeat them to people because staff are not aware of the importance.We have defined our values. They are strong and most of our people work at living the values. I can see an opportunity in achieving a deeper buy-in.Our values are clear and simple and resonate with our team. We talk about them routinely and they govern our relationships internally and externally.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? VisionDo you have a clear,simple vision statement about why your business exists and do staff understand and connect with it?I'm struggling with trying to figure this out. I have lots of ideas in my head but I'm too swamped to get clear on this and share it.I have an idea of what my vision is but it's a bit vague and so I haven't really communicated it or set any goals or timelines around it.I have a clear vision and I demonstrate that every day, but I could articulate it better to gain more buy-in from the team.Everyone in our business and many external to it understand our vision and why we exist. This connection guides and positively influences what we do and how successful we are.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? LeadershipDo you have a cohesive leadership team and a plan you execute on to develop leadership at all levels of the business and execute on it consistently?I'm not really sure if our leadership team is cohesive. I'm also struggling with how to put a development plan in place for the leaders in the business.I think our leadership team is cohesive but I'm not really good at developing training programs. I just leave it up to the leaders to figure out what training they need when it arises and we send them on courses.Our leadership team is cohesive. We have a structure in place for some leadership training and mentoring, but we aren't being as proactive as we could to give opportunities to those with potential.Our leadership team is highly cohesive. We have a formalized structure in place to train, mentor and develop leaders in our organization. We identify leadership skills in staff at time of hiring and give staff leadership opportunities to empower and engage them.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? Strategic PlanningDo you have written Strategic Business Plan to which your key people contribute to and regularly track and measure against?This is something that I think would be helpful for the business, but I don't have the time to figure out how to get started.We have a strategic plan that we develop every couple of years. Unfortunately, we don't refer to the plan regularly and so by the end of the year we are so behind from our goals that we just end up rolling our goals to the following year.We have a strategic plan that key staff contribute to developing annually. We are doing pretty well but we do not refer to it as much as we should. We could do better with this, I just don't know how to fit that in with our daily demands.We have a strategic plan that key staff contribute to the development of annually. We all meet weekly to review progress on our action plans and monthly to review progress to our key performance measurements.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? AccountabilityDo you have a regular coaching and feedback process in place for each individual in the organization, and are these meeting scheduled in weekly?I don't really know how and when to coach my team. It's easier just to let them figure things out on their own and when they do something I don't like I left them know.I find it hard to find the time to meet with my staff regularly. Whenever I have the time we sit down and chat about how things are going. I don't like conflict, so I tend to let things go and do the compliment sandwich to make it palatable.We have regular check-in meetings with each member of our teams to track progress and share communication. We don't always give the feedback we should in a timely manner. We could improve with this.Coaching and feedback is part of our leadership culture. We have regular check-in meetings with each member of our teams to develop strong relationships, track progress to defined performance expectations, celebrate success and identify coaching opportunities. How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? Final Step One final step before we send you your results, which will enable you to understand where you are and where you want to be. Name* First Name Work Email* CompanyEmail Consent* Yes, I give consent to securely store my details, email me my report along with future relevant tips supporting my score. Note: We will never share your details with any third party. View our Privacy Policy. Identify the most important numberTopic 1 GapTopic 2 GapTopic 3 GapTopic 4 GapTopic 5 GapTopic 6 GapTopic 7 GapTopic 8 GapTopic 1 Yes Most ImportantTopic 2 Yes Most ImportantTopic 3 Yes Most ImportantTopic 4 Yes Most ImportantTopic 5 Yes Most ImportantTopic 6 Yes Most ImportantTopic 7 Yes Most ImportantTopic 8 Yes Most ImportantFeedback if Column 1Feedback if Column 2Feedback if Column 3Feedback if Column 4Q1 or Topic 1 Biggest Gap Feedback<p><strong>Performance</strong></p><p>So it seems you may not be achieving the performance results you want. Are you setting key performance goals and measuring progress throughout the year? Maybe you are or maybe you aren't - the truth is what gets measured regularly tends to improve and what doesn't fails to receive the attention it needs to improve.</p>Q2 or Topic 2 Biggest Gap Feedback<p><strong>Employee Engagement</strong></p><p>Employee engagement drives great business results and it looks like this is an area you feel your business could use some help with. Gallup tells us that engaged employees have less absenteeism, fewer errors, higher productivity, higher customer loyalty, feel more empowered and more passionate. So, how engaged are your employees? Engaged employees can truly be your Ultimate Competitive Advantage. </p>Q3 or Topic 3 Biggest Gap Feedback<p><strong>Client Engagement</strong></p><p>Engaged clients drive growth and profitability in your business through a high degree of loyalty and giving great referrals. Your results suggest you are looking for help with this. Gallup defines client engagement as the emotional connection between your clients and your business. It's not enough anymore to just have satisfied customers. Do you know how engaged your clients are? </p>Q4 or Topic 4 Biggest Gap Feedback<p><strong>Values</strong></p><p>Looks like you may not be sure your team is living and demonstrating your core values every day. Core values are not just fluffy words put on a poster in the office, they are the guiding principles that form the basis of your behaviours and decision-making with internal and external relationships in your business. Taking the time to clarify, write and put your Values into daily action is not only simple and foundational- but also a powerful accelerator for business success.</p>Q5 or Topic 5 Biggest Gap Feedback<p><strong>Vision</strong></p><p>It appears that you may need help with fully articulating your vision to engage and empower your team. Crafting your vision can be tricky - it involves not just fancy descriptive words that say why your business exists, but also some target goals and timelines to make it actionable! A clear Vision, over-communicated, inspires action!</p>Q6 or Topic 6 Biggest Gap Feedback<p><strong>Leadership</strong></p><p>Hiring, coaching and developing leaders in your organization can be a daunting task. I think you may be looking for improvement in this area. You may or may not have the right people on your Leadership Team or the Leaders may not have the right tasks assigned to them that suit their natural talents. Leaders that are empowered understand their value in the business and have clear expectations about their role and accountabilities. Empowerment creates a healthy, positive and successful organization in which there is ownership of the vision and trust in the leadership.</p>Q7 or Topic 7 Biggest Gap Feedback<p><strong>Strategic Planning</strong></p><p>It seems that you may be looking for improvement in this area. Annual strategic planning, monitoring, and review help keep your business focussed on your vision, accountability and ultimately the results you desire. Maybe you don't have a plan, or maybe you do have a plan that you just don't follow. Whatever the case, without a simple process for your team to follow and create action steps working towards - your vision may never be realized.</p>Q8 or Topic 8 Biggest Gap Feedback<p><strong>Accountability</strong></p><p> </p><p>Looks like you are experiencing some troubles with coaching, feedback and keeping your team accountable on a consistent basis. This is a common issue for many organizations. The key to Accountability starts with having clear expectations and develops through taking time for regular individual coaching sessions and providing lots of specific and timely feedback.</p>Call to Action for EveryoneCall to Action For Column 1<p>I can see you are struggling with taking your business to the next level. You are not alone. Many business leaders are so busy working IN the business rather than ON the business.</p><p>Click on this link <a href="https://meetings.hubspot.com/sadie5">Click here</a> to schedule a 30 minute <strong><em>Results Accelerator</em></strong> planning session. There is no cost and no obligation for this session.</p><p> </p>Call to Action For Column 2<p>I can see you might be frustrated with some of your results and would love to see how we can help you improve. Many business leaders find they are too busy to find the time to figure out where and how to improve. </p><p> Click on this link <a href="https://meetings.hubspot.com/sadie5">Click here</a> to schedule a 30 minute <strong><em>Results Accelerator</em></strong> planning session. There is no cost and no obligation for this session.</p>Call to Action For Column 3<p>I can see you are doing pretty well in most areas. Way to go! </p><p>If you are interested in ways to improve your results even further simply click on this link <a href="https://meetings.hubspot.com/sadie5">Click here </a>to schedule a 30 minute <strong><em>Results Accelerator</em></strong> planning session. There is no cost and no obligation for this session.</p>Call to Action For Column 4<p>Congratulations! I can see you are successful in most areas. </p><p>If you ever feel this is not consistently happening and want to schedule time to find out more about improving your results, <a href="https://meetings.hubspot.com/sadie5">Click here</a> to schedule a 30 minute <strong><em>Results Accelerator</em></strong> planning session. There is no cost and no obligation for this session.</p>Q1 or Topic 1 Biggest Gap Call to ActionQ2 or Topic 2 Biggest Gap Call to ActionQ3 or Topic 3 Biggest Gap Call to ActionQ4 or Topic 4 Biggest Gap Call to ActionQ5 or Topic 5 Biggest Gap Call to ActionQ6 or Topic 6 Biggest Gap Call to ActionQ7 or Topic 7 Biggest Gap Call to ActionQ8 or Topic 8 Biggest Gap Call to ActionFeedback IF 1Feedback IF 2Feedback IF 3Feedback IF 4Topic/Question 1 results text 1-3<p>Getting distracted because you are putting our fires means you may never get to the most important tasks related to achieving your performance goals.</p><ul><li>Schedule time to work ON not IN the business: distinguish between the important and urgent tasks.</li><li>Break goals down into small action steps, and assign ownership to one Leader for accountability for each.</li><li>Meet weekly to share progress and align the team on priorities to stay on track.</li></ul>Topic/Question 1 results text 4-6<p>Setting stretch goals and tracking progress monthly is critical to the growth of your business. Regular tracking allows you to spot issues and respond proactively. </p><ul><li>Set timelines to action steps and assign ownership to one leader for each action item.</li><li>Hold Leaders accountable for action items to assure progress and create engagement for the team.</li><li>Meet weekly to share progress and align the team on priorities.</li></ul>Topic/Question 1 results text 7-9<p>Way to go with achieving above average results! But how do you know you are truly performing above average? and are you focusing your measurement on key business drivers?</p><ul><li>Benchmarking is a valuable way of improving your understanding of the business performance and potential by making comparisons with similar businesses in your industry.</li><li>Choose performance measures based on the key areas that drive success for a business like yours - it can vary based on type of business or strategic priorities.</li></ul>Topic/Question 1 results text 10-12<p>Great job with having a process in place to achieve excellent performance results. When you are easily meeting or exceeding your goals perhaps it's time to revisit your targets and the KPI's you are using.</p><ul><li>Are the targets you are setting too achievable? Perhaps a stretch target could inspire an even higher level of performance?</li><li>Maybe it's time to review your KPI's. The KPI's you choose should help you spot potential problems or opportunities and tell you whether you are delivering on your strategic goals.</li></ul>Topic/Question 2 results text 1-3<p>Experiencing staffing issues and high employee turnover are symptoms of disengaged employees. Gallup states that 49% of workers are disengaged,18% are actively disengaged and 33% are the Engaged workers who are your Ultimate Competitive Advantage. Engaged staff make a huge positive impact on your business and your bottom line.</p><ul><li>Implementing an annual employee engagement survey would get you started at measuring your current level of engagement.</li><li>Interpretting the survey results by debriefing with staff could identify areas to target for improvement.</li></ul>Topic/Question 2 results text 4-6<p>It's human nature for staff to be skeptical when a survey is introduced. Preparing staff is even more important than launching the survey if you want to improve scores and participation rates. Employee engagement is one of the most critical factors in organizational success. It's a worthy metric to regularly measure.</p><ul><li>Market your survey in multiple formats, be creative and have fun with it.</li><li>Leaders play an influential role in encouraging participation by ensuring confidentiality and explaining both the benefit to the staff and to the company.</li><li>Explain the survey process including the questions on the survey as well as how results will be shared and used afterward.</li></ul>Topic/Question 2 results text 7-9<p>Once surveys have been closed and the results are in, that's where the real work begins. Do you have a process you consistently follow to share your survey results with your staff? All too often organizations stop the survey process at simply conducting the survey, losing out on real potential benefit.</p><ul><li>Share an overview of results with staff post survey, identify next steps such as participation in a focus group session.</li><li>Choose survey questions you identify as critical areas for improvement to use for focus group discussion.</li><li>Once decisions for improvements are made, publicly share plans and progress during the year.</li></ul>Topic/Question 2 results text 10-12<p>Congratulations on having a solid process to measure Employee Engagement. These steps will help you use your survey results to drive action that improves the employee experience as well as the bottom line! Increasing engagement should be a strategic priority. Engagement scores are very influenced by the employee's relationship with their Leader. This makes leadership development an even more critical activity.</p><ul><li>Leaders that are held accountable for their team's engagement scores take an active role in building staff engagement plans.</li><li>Coach leaders that the survey questions are also elements for being a great leader, so they can target meaningful development goals for themselves.</li></ul>Topic/Question 3 results text 1-3<p>Did you know the #1 reason customers stop doing business with a company is a poor customer service experience? If you are struggling with customer retention, you need a way to measure the engagement level of your customers so you can target areas for improvement, building customer engagement through your front-line team.</p><ul><li>Conduct a survey that is brief without losing it's intent keeps participation rate high.</li><li>Interpretting the results by debriefing them with your staff helps create buy-in with your team and will identify more relevant action items for improvement.</li></ul>Topic/Question 3 results text 4-6<p>Did you know the #1 reason customers stop doing business with a company is a poor customer service experience? If you are frustrated with retention, you need a way to measure the engagement level of your customers so you can make improvements to build customer engagement through the front-line team.</p><ul><li>Conduct a survey that is brief without losing it's intent keeps participation rate high.</li><li>Interpretting the results by debriefing them with your staff helps create buy-in with your team and will identify more relevant action items for improvement.</li></ul>Topic/Question 3 results text 7-9<p>It sounds like you are on the right track with measuring engagement! The staff who meet and talk to your customers play a huge role in executing the customer experience strategy. So why not loop them into the results debrief and action planning process to help with prioritizing action items for improvement? </p><ul><li>Implementing this strategy has a two-fold benefit:<br />1. Engaging your employees in this process will show you value their input.<br />2. Employees can give you deeper insights to pinpoint exactly what needs improving.</li></ul>Topic/Question 3 results text 10-12<p>Congratulations! Great job! Having this engagement process in place and measuring the progress you are making with your net engagement score puts you in a position to better understand where you truly stand with your customers. Today customers have so much choice and what often makes the difference is a delightful service experience.</p><ul><li>Creating separate surveys for different customer segments can give greater insight.</li><li>Creating an action plan from survey feedback and implementing the changes is a critical way to keep staff and customer confidence high. Issues identified but consistently unresolved breach trust.</li></ul>Topic/Question 4 results text 1-3<p>Values represent the guiding principles of the organization's culture. Defining organizational values is a fundamentally important task because they ultimately drive and align the behaviours and actions for the entire team. </p><ul><li>Every company has values whether implicit or explicit. </li><li>Make the time to brainstorm and define and write out your values.</li><li>A strong set of values gives your company direction and helps to build a good reputation and brand.</li></ul>Topic/Question 4 results text 4-6<p>Company Values in writing are great to have. To transform them into your "corporate identity" they require action.</p><ul><li>Leaders must reinforce the values daily through their actions to influence staff perception and gain buy in.</li><li>Values drive behaviours and actions that differentiate your company.</li><li>Communicate and educate employees about Values and coach them to practise them every day. </li></ul>Topic/Question 4 results text 7-9<p>As a leader, gaining deeper buy in with your team so they align with your corporate Values means checking in on your own perspective. Is your Leadership team behaving as Leaders or as managers? </p><ul><li>Leaders that work to recognize and celebrate people and behaviours that create success help align Values.</li><li>Leaders that consistently check that their own behaviours and actions model the Values will gain deeper trust and buy in.</li><li>Leaders that are vulnerable and share their failures instill trust.</li></ul>Topic/Question 4 results text 10-12<p>In order for Values to continue to resonate with your team, it's important to be sure all staff are truly living them every day. Values affect all aspects of the business including hiring staff, developing policies and customer service processes as well as strategic planning and decision-making.</p><ul><li>Build questions into the hiring process to assess alignment with each corporate value.</li><li>Differentiate your customer experience through processes that embodies your Values.</li><li>A great culture can erode if not assessed regularly. Defining behaviours to support values and coaching to them is critical to a healthy culture.</li></ul>Topic/Question 5 results text 1-3<p>Writing a Vision statement can be a daunting task for entrepreneurs. It's not easy to encapsulate in words an inspirational picture of your company in the future. To be most effective, a Vision is simple,easy to understand and sets the direction for business planning.</p><ul><li>Make time to let your imagination go so you are able to tap into the passion and the "why" of your business existence.</li><li>A vision articulates the hopes and dreams for your business, not the "how" details of getting there. </li></ul>Topic/Question 5 results text 4-6<p>Having a clear and concise company Vision is the bedrock of the business and provides guidance to everyone. Business owners willing to invest in the effort can create a Vision that provides a roadmap to where it wants to go.</p><ul><li>An effective Vision will describe the future state of what the company wants to achieve over time using a measurable goal.</li><li>Once written, your Vision needs to be relentlessly communicated to your team.</li></ul>Topic/Question 5 results text 7-9<p>Having a clear and concise Vision and articulating it regularly is great but to really mobilize it with your team you need to educate and inspire your team to be sure you can work to achieve it collectively.</p><ul><li>Check that company Values align with the Vision and the Leadership team is coaching to develop behaviours supporting it.</li><li>Vision must be communicated often and through multiple channels to stay present with your team.</li><li>Leaders must coach staff to understand the vision and how their role connects to achieving it.</li></ul>Topic/Question 5 results text 10-12<p>Having an engaged workforce who understands how their work is connected to the vision and it shows positively in the bottom line is a huge accomplishment to be very proud of. But wait, is there maybe more that can be done to ensure you aren't lulled into a false sense of security with this?</p><ul><li>The organization needs to continuously improve through innovations and staff needs to see this to continue to believe the organizational is capable.</li><li>Leaders words must lead to actions or vision statements become meaningless.</li><li>Leaders that publicly celebrate staff success stories that realize the company vision show that they value their team and will inspire others to follow.</li></ul>Topic/Question 6 results text 1-3<p>A leadership team that is cohesive, trust eachother and can have healthy conflict around important issues. They hold one another accountable to comittments and put the collective priorities of the business above individual priorities. Leaders can make a work environment better or worse. So, strong leadership is essential for growth and success. Getting started at putting a plan together doesn't have to be hard.</p><ul><li>You company vision and values set the foundation for leadership development.</li><li>Create a checklist to help identify potential leaders by listing the behaviours that support your values.</li><li>Leadership Development is a mixture of training, practice in the workplace and having a good coach for feedback.</li></ul>Topic/Question 6 results text 4-6<p>Training is just an event. Leadership development is a process that training is a small part of. Having a good leadership development process gives Leaders a clear understanding of expectations and also helps them understand how to support the company culture and model the company values through their actions.</p><ul><li>Leadership Development combines training, practice in the workplace and having a good coach for feedback and support.</li><li>Leaders must own and value the leadership development process and be accountable for their own development.</li></ul>Topic/Question 6 results text 7-9<p>You are off to a great start with having a structure in place for leadership training and mentoring. Even individuals who already have leadership qualities still need the structure and guidance to develop and enhance those skills. Without an intentional plan to cultivate and develop leaders, your business will suffer and you are sure to experience HR issues.</p><ul><li>Identify potential Leaders who can fill in for critical roles when necessary. Leaders exist at all levels - Seek them out.</li><li>Use coaching and feedback to help potential leaders develop skills and confidence.</li><li>Provide on the job learning opportunities. <br /> </li></ul>Topic/Question 6 results text 10-12<p>You are doing a great job with leadership development. Seeking out leadership skills at time of hiring is a smart way to proactively build your talent pool and empower your staff early on to engage them and motivate them to stay. It is more cost effective to hire and promote leaders internally.</p><ul><li>Training alone cannot develop leaders.</li><li>Leadership skills are honed through practice and application.</li><li>Developing strong leaders creates great mentors for future Leaders.</li><li>The quality of Leaders is the single biggest factor in long term organizational success.</li></ul>Topic/Question 7 results text 1-3<p>Everyone agrees a plan is important but many businesses don't have one. Having a strategic plan helps business leaders manage risk and focus on priorities that will improve the business. To get started here are some things to think about.</p><ul><li>Effective strategic planning requires you to shift your focus from daily concerns to consider longer term objectives.</li><li>Developing a strategy for growth requires a deeper understanding of your business in terms of strengths, weakness, opportunities and threats.</li><li>Identify where you are now, where you want to be in1,3, 5 years and what do you need to do to get there.</li></ul>Topic/Question 7 results text 4-6<p>Ok, so you've got a strategic plan in place! That's a good start. Implementation is where many business fail with strategic planning.</p><ul><li>Implementation involves setting out the key action steps with deadlines for each strategic objective set with an assigned owner(leader or key employee) responsible for each initiative.</li><li>The planning team should meet briefly each week to review action items and share progress.</li><li>Quarterly the team should meet to review KPI's and overall progress to plan. This will identify what's on track and reveal areas needing a tweak.</li></ul>Topic/Question 7 results text 7-9<p>Execution of the plan is the hardest part of this process because it requires a mind-set shift for the Leaders and key employees involved on the planning team. They must learn to hold each-other accountable for the results set out in the plan each quarter to move the plan forward.</p><ul><li>Leaders must reprioritize to make time in their weekly schedule for strategic activities to turn the<em> planning</em> into <em>doing</em>. This may mean shifting less critical tasks to other staff on your team.</li><li>Leaders meet briefly each week to review action items and share progress.</li><li>Each quarter Leaders will meet to review KPI's and overall progress to plan including areas of the plan off track needing a tweak.</li></ul>Topic/Question 7 results text 10-12<p>Congratulations, you have a great framework in place to set yourself up for successful strategic planning and execution. Making sure your entire team is aligned and understands the strategic priorities, including what role they must play to move the plan forward, takes frequent communication. Execution is not always smooth. If yours starts falling off the rails here are some things to consider:</p><ul><li>Does your plan have too many initiatives? Too many intiatives can be demotivating. </li><li>Make sure action items and timelines are clear so everyone knows the expectation.</li><li>Allocate more time for information sharing to share relevant information and priorities.</li><li>Ask any employee in the company what your strategic goals are. What does it say if they can't? </li><li>Take time to publicly celebrate your successes!</li></ul>Topic/Question 8 results text 1-3<p>Accountability doesn't have to be hard. It starts with you as a Leader taking responsibility for your personal actions so your behaviours are always seen as accountable.</p><ul><li>Be involved and available.</li><li>Consistently set clear expectations with employees.</li><li>Listen first and ask questions to confirm mutual understanding.</li><li>Set employees up for success through clarity and mutual feedback.</li></ul>Topic/Question 8 results text 4-6<p>Accountability consistently requested of everyone at all times will build trust and make accountability part of your organization's culture. Work for long term respect from your team rather than adoration.</p><ul><li>Have regular 1:1 check-ins to share feedback.</li><li>Find opportunities for specific praise and encouragement.</li><li>Clearly identify behaviours that are not meeting expectations and offer your support for improvement. </li><li>Non performance must be addressed and not tolerated.</li></ul>Topic/Question 8 results text 7-9<p>Accountability is the single biggest differentiator beteen successful and unsuccessful teams. Holding eachother accountable is the path to get there.</p><ul><li>Accountability must be expected and practised.</li><li>Develop a clear, consistent strategy on how accountability will be implemented and validated.</li><li>Coach and be available to listen, learn, challenge and ask questions to grow along with others.</li></ul>Topic/Question 8 results text 10-12<p>Having an established sucessful culture of accountability makes it even more important to make sure you don't erode that base of trust with leadership actions that are inconsistent to that.</p><ul><li>When you can hold yourself and others to consistent accountability this has a massive impact on performance and results.</li><li>Playing favourites with accountability for some people opens the door for others to be selectively accountable as well.</li><li>Leaders are accountable for failures as well as successes, it will negatively impact the existing level of accountability if Leaders aren't accountable both ways.</li></ul>Total of current:Total of desired:Simplified Current TotalSimplified Desired TotalTopic 1 Total for CurrentTopic 2 Total for CurrentTopic 3 Total for CurrentTopic 4 Total for CurrentTopic 5 Total for CurrentTopic 6 Total for CurrentTopic 7 Total for CurrentTopic 8 Total for CurrentTopic 1 Total for DesiredTopic 2 Total for DesiredTopic 3 Total for DesiredTopic 4 Total for DesiredTopic 5 Total for DesiredTopic 6 Total for DesiredTopic 7 Total for DesiredTopic 8 Total for DesiredEmailThis field is for validation purposes and should be left unchanged. 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