Build an Engaged & Accountable Workplace
If each of these elements is present you will get commitment, engagement and accountability.
There is no formula for creating employee engagement though we do know the general
elements that must be in place. These include a mix of management processes and intrinsic
motivators plus the willingness of the employee to become committed.
1. Conscious leadership
2. Clear direction;
3. Aligned systems and processes;
4. Effective onboarding;
5. Engaging employees as individuals;
6. Creating a culture of execution
1. Conscious Leadership
At the heart of the system is leadership. Because the role of the leader is critical, we will examine
this facet first. Research during the past twenty years has yielded more than a thousand
definitions of leadership. Within these definitions, eight major themes emerge which together
summarize the essence of leadership. An effective leader:
Develops clear vision and values linked to operations.
Sets clear goals and priorities
Gets the right people in place.
Builds trusting relationships.
Insists on realism.
Expands people’s capabilities.
Gives credit where it is due.
True leaders not only have the ability to create a clear and compelling vision that describes the
future of their organizations; they also have the ability to translate that vision into reality by
motivating and gaining the support of others. In other words, true leadership is about vision and
about relationships. Leaders must understand which intrinsic motivators lead to high performance
and how to apply them.
Fundamentally, many people in leadership roles get it wrong when they try to manage and control
worker activities. For accountability to happen, employees need to own their own jobs. They need
to be given true responsibility with management acting as a resource and not acting like a
policeman. The more we try to control things, the less accountability we get.
Do fewer controls mean a laissez faire approach? Of course not. Clear goals and measures,
follow-up and an execution mentality are also important. The change is putting measurement and
execution in their proper perspective, as tools, and not as ways to punish people.
2. Establishing clear direction
The next step in building accountability is to get focused on your core vision and values, and your
strategy for getting there. Vision simply describes what you want to have, what you want to be
and what you want to be doing at some point in the future, usually one to five years out.
Building An Engaged & Accountable Workplace, © Headwinds Ltd.
P a g e | 4
Employee engagement and accountability are created through a consistent management process
with six key drivers. These include: