Managing by Accountability
What Every Leader Needs to Know about Responsibility, Integrity--and Results
M. David Dealy, Andrew R. Thomas
ISBN:
0-275-99332-9
ISBN-13:
978-0-275-99332-0
104 pages
Praeger Publishers
Publication:
11/30/2006
Discount Price:
$12.48
Sale Price for U.S. Customers Only. Save 50%. Ends 12/31/2009.
Availability:
In Stock
Media Type:
Hardcover
Trim Size:
6 1/8 x 9 1/4
Subjects:
Reviews:
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At its core, accountability is the responsibility to act. It is the commitment to do the right thing and stand by your decisions. And it is something that must come from within. Dishearteningly, business today is rife with examples of leadership that fails in this aspect. This book provides techniques and concepts that can be applied in the contemporary leadership role.
—Abstracts of Public Administration, Development, and Environment
2007
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Dealy shares how the role of personal accountability has shaped his career at Burlington Northern Railroad, and identifies the most common mistakes committed by well-intentioned leaders. He recommends setting personal expectations high, living the integrity imperative, treating accountability as a verb, accepting change and conflict, and helping others develop personal accountability.
—Reference & Research Book News
February 2007
Description:
At its core, accountability is the responsibility to act. It is the commitment to do the right thing and stand by your decisions. Perhaps most importantly, it is a quality that must come from within; dishearteningly, even as legislators, shareholders, customers, and community activists are demanding greater accountability from corporate leaders, too many are waiting for some third party to take action. Whatever the endeavor, it is ultimately the individual who must hold himself to the highest standard first. Those who manage by accountability viscerally know that external rules cannot substitute for character. And they know that accountability is a quality that can be developed, honed through practice, and encouraged in others. Using stories drawn from David Dealy's experiences on the front lines, as well as examples from other successful leaders, Managing by Accountability demonstrates how leaders who embark on a management philosophy of personal accountability imbue their organizations with the qualities of integrity and responsibility. In their down-to-earth style, the authors identify the five great accountability mistakes and offer a wealth of practical suggestions for overcoming them to achieve outstanding results throughout the organization.
In some cases it may be Congress (e.g., Sarbanes-Oxley legislation), the media, the company's legal or communications department, Wall Street, disgruntled customers, or angry community activists. This is not to say that formal accountability programs are useless; they do play an important role. Nevertheless, it is ultimately the individual who must hold himself to the highest standard first—without waiting to be told, pushed, or prodded.
Those who manage by accountability viscerally know that external rules cannot substitute for character. And they also know that accountability can be developed, honed through practice, and encouraged in others. Managing by Accountability demonstrates how leaders who embark on a management philosophy of personal accountability imbue their organizations with the qualities of integrity and responsibility. Using stories drawn from David Dealy's experiences on the front lines, as well as examples from other successful leaders, the book provides concrete examples of accountability in action. In their down-to-earth style, Dealy and Thomas identify the five great accountability mistakes and offer a wealth of practical suggestions for overcoming them to achieve outstanding results throughout the organization.
About the Author:
M. David Dealy is Senior Vice President of Transportation for Burlington Northern Santa Fe Railroad. A nearly 30-year veteran of railroad management, he has served in top-level positions in operations and marketing throughout the industry, as well as serving on the boards of several companies and non-profits, including the National Alzheimer's Association. With Andrew Thomas, he is author of Defining the Really Great Boss (Praeger, 2004) and Change or Die (Praeger, 2005).
Andrew R. Thomas is Assistant Professor of Marketing and International Business and Director of the Center for Organizational Development at The University of Akron. A successful global entrepreneur, he has conducted business in more than 120 countries. A New York Times best-selling author, his books include Global Manifest Destiny and Aviation Insecurity, and, with M. David Dealy, Defining the Really Great Boss (Praeger, 2004) and Change or Die (Praeger, 2005). He is also co-editor of Direct Marketing in Action (Praeger, 2006).
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