This page will contain a series of articles from the magazine. We start with a recent article on Leadership entitled:
Envision and end enacting is the overarching goal of the first pair of complementing roles. The insightful visionary helps the business explore how technology can drive innovation while the able pragmatist makes it possible to bring innovation plans to life.
Author: Johan Willemse : Cluster Manager: Finance and Accounting at Southern Business School
In his book Tales of Old Japan, A B Mitford, the British ambassador to Japan in the 1860’s, describes his attendance as a witness to the act of seppuku by an officer of the Prince of Bizen, who gave the order to fire upon the foreign settlement at Hyôgo.
The conduct of the officer, by giving the order to fire, was considered unbecoming and he was instructed to do penance for his behaviour by committing to ritual suicide required by the Japanese code of honour. Mitford records the last words of the officer as follows: “I and I alone, unwarrantably gave the order to fire on the foreigners at Kobe and again as they tried to escape. For this crime I disembowel myself and I beg you who are present to do me the honour of witnessing the act.” “Absolutely insane,” “Unreasonable in the extreme,” “Shocking” and many similar expressions will most probably be the responses of people to this huge over-commitment to duty and responsibility and similar acts. Such reactions will be perfectly understandable as instances such as the above most probably stretch accountability too far.
Nevertheless, Mitford’s account of the event reminds us of the high esteem in which accountability for one’s actions was once held.
What then does our esteem for accountability look like today?
Daily employers, customers, communities and the general public are confronted with individuals and organisations that blatantly refuse to accept any accountability for their actions.
The mayor of a large city who is unwilling to accept accountability for the city’s disastrous billing system, the estate agent who is not prepared to admit accountability for the mismanagement of trust accounts, the MEC who escapes accountability when trapped speeding at 235 kilometres per hour or the mining company who does not accept accountability for the untreated and polluted water flowing from its mine into the surrounding water systems.
These examples are symptomatic of how far both individuals and organisations have come to merely blink away their accountability and to what extent society at large is allowing accountability to be trashed. Accountability is being replaced by abdication, apology, apathy and the blame game. The city’s billing system is going to get much worse before it will get better (if it ever does) because the billing system is being blamed, the estate agent’s company is not going to recover from the bad publicity because the estate agent industry is being blamed for such malpractices.
The MEC will shirk his other responsibilities when the time comes because apologizing is easy and the mining company will walk away scot-free from the pollution caused because of the apathy of regulatory bodies, the public and law enforcers. Who, however, bears the cost and suffers the consequences of this lack of accountability? The ratepayers of the city do, so do the clients and employees of the estate agent, the victims of other speedsters following the example of the MEC and the communities in the areas surrounding the mine.
What is accountability?
The term ‘accountability’ can be explained in many different ways using different words or phrases to describe it, however, sifting through the many definitions and descriptions provided, a single core element crystallises from the process. This single core element is known as ‘personal ownership’ and it is indissolubly linked to actions or activities and their consequences/results. Accountability therefore in very simple terms means “to accept personal ownership for the results or consequences of one’s actions or activities.” Personal ownership, however, always brings with it gains or losses. In this context it can then be said that accountability includes the potential for personal gain and the risk of personal loss.
Let us for a moment consider the meaning of personal ownership. When linking accountability to personal ownership by stating that accepting accountability means ‘taking personal ownership,’ there is a real danger of it merely becoming an expression or catch phrase without paying attention what it really means. Ownership of assets brings the possibility of personal gains (income from letting a property, dividends from owning shares, etc.) as well as the risk of personal loss. A fire destroying your property or your car damaged in accident is common examples of personal loss. If one is serious about protecting one’s personal assets you will do whatever is reasonable and necessary to protect it.
You will ensure that your tenant pays rent as agreed and care well for your property. You will monitor the performance of your share investments and you will insure your assets against possible risks. Personal ownership is thus demonstrated by showing concern, monitoring, controlling and voluntarily reaction.
Why then do individuals who in their personal lives treat personal ownership so seriously, when wearing the hat as manager or employee, treat their employment accountabilities with such indifference?
The rest of this article appears in our July edition out on 4th July 2011.
PREVIOUS ARTICLE – Business Intelligence builds better leadership:
In this knowledge driven world, leaders can’t rely on charisma, authority, guesswork or intuition to lead a business and get their employees to follow and support their objectives.
“Gut feel lacks credibility and can lead to disastrous decisions. Business leaders need facts, solid insight and an educated view of the future. That gives them the authority to promote new ideas, make decisions, influence and inspire people and guide new directions,” says Paul Morgan, Managing Director of ASYST Intelligence, a focused provider of business intelligence and data management solutions. Morgan says business intelligence, long considered an enabler for better decision making, can enable more effective leadership. “Leadership is loosely defined as the ability of someone to influence people and enlist their support to accomplish something. People are either with you or they’re against you. If they’re against you, there’s no way you’re leading them anywhere. “Leaders who make decisions and predictions, and implement plans and strategies based on credible facts instil confidence and trust in their employees. When employees trust their leadership, understand the strategic direction of the business and know where they’re going, they are more likely to support the objectives and work towards the common goal,” he says.
Business intelligence tools ensure timely access to accurate, trusted intelligence that not only provides insight into the past, but also gives context and allows analysis and predictions for the future. BI also gives leadership more time to think because they’re not bogged down with searching for and collating data. Instead, they can get to and analyse data quickly so they have the time to actually think about what to do with it. “With their hands on business critical knowledge and insight that enables foresight, leaders are not only empowered to lead, but they have the confidence to do so because they know they’re leading the business appropriately based on sound and reliable intelligence. Essentially, BI gives them the freedom to lead,” says Morgan.
Five leadership traits or qualities were identified through research done by Kouzes and Posner for the book, The Leadership Challenge. These qualities are:
honesty,
forward looking,
competency,
inspiration and
intelligence.
Morgan believes BI can help those in leadership live up to these qualities. “When leaders have access to the facts, enabling them to give the right answers, they can only be honest because the data is correct. The transparency of information also instils confidence and faith in employees that leadership is being honest.
“With actual data on hand against which to do trending and forecasting, they are able to put things into perspective, make predictions and be forward looking. “Decisions made based on fact instead of gut feel are innately more competent while with a firm eye on the goal post and a strategic plan on how to get there, leaders are able to inspire and motivate employees with clarity of direction.
“Even bad news such as an announcement that there will be no bonuses becomes easier to digest if employees are shown where the business is at, what the impact of paying bonuses would be and what kind of bonuses could be paid in the future if everyone works towards meeting objectives. Transparent distribution of information on how the business is progressing in line with the objectives helps keep employees motivated. It’s a simple case of being able to show employees, this is where we are, this is where we will be if we carry on this way and this is where we could be if we make these changes. Instead of feeling like they are being pushed, employees get a better sense of the role they can play in guiding the business to where it needs to be.
“Finally, with the ability to interpret and contextualise data by taking other macro variables into account, leaders are able to provide explanations, answer questions and take appropriate action that is intelligent,” he explains. He concludes: “Business intelligence delivers unprecedented access to meaningful information. Leaders can use this information to more effectively drive their people to success.”
