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Accountability, responsibility & ownership

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Derek Winter
Derek Winter

This document discusses the three domains of an ARO culture: personal accountability, mutual responsibility, and shared ownership. It defines each domain and how individuals should behave within them. Personal accountability refers to the areas an individual controls and will be evaluated on. Mutual responsibility involves areas impacted by one's work where input is shared. Shared ownership includes all aspects of the organization's mission and brand. The document provides guidance on when to engage in each domain and potential vulnerabilities like lack of clarity or competency creep. Overall it outlines an performance-focused culture based on transparency, collaboration, and clear roles.

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working in an AROculture
3 domainsPERSONALACCOUNTABILITYMUTUALRESPONSIBILITYSHAREDOWNERSHIP
about …deliverycontrolpersonalACCOUNTABILITYcollaborationRESPONSIBILITYmutualinfluenceunitysharedsolidarityOWNERSHIP
initiativeleadershipDEGREE OF CONTROLWHO IS US?
personal accountabilityI have the control leversDefines the decisions that are ultimately mineIs the set of things my boss will hold me to and for which I am employed.‘I assure you’ rather than ‘trust me’Included in my performance agreementThis defines what is important or central in my work. I do not have to be asked to go here … it is my job to be here.Expect others to come here when your behaviour has an impact on an arena for which they are accountable, or when there is overlap with an arena for which they have shared responsibility.
mutual responsibilityI have the responsibility to influenceAnything that is impacted by my behaviour or my decisions is within my influenceWill include cultural and environmental dimensions, and will therefore be a significant component of my performance review conversationSomeone must be accountable, but I have the responsibility to give input, state my case, and ensure alignment with my arena of accountabilityGo here when invited or when it impacts an arena for which I am accountable.Remember that this patch may be an arena that someone else is ultimately accountable
shared ownershipSolidarity, who is ‘we’?The domain that falls outside the sphere of my influence, but that remains part of the whole of which I am a partAs broad as possibleAll that sits under the strategic plan, that wears our brandGo here when the brand or the ‘whole’ is threatenedBe careful because others will know more than you
Behaviour in an ARO culture is …Focused and targeted, not scatteredProject rather then role or position orientedDisciplinedHigh performanceCommunication isEntrepreneurial rather than beaurocraticTransparent: knowledge and power is necessarily sharedRobust and often difficult because there is lots of grey in the shared responsibility domain
Key vulnerabilities in an ARO culture …ACCOUNTABILITYLack of clarityExcusesREPONSIBILITYNo one accountableLack of systems thinkingOWNERSHIPfragmentation
Key vulnerabilities in an ARO culture … competency creep:Supplementing my accountabilities with personal competency and preferenceDisempowers those who have accountability in arena of competency creepMakes me busierIndicates a local rather than organisational view … has cascading impact on other teams/departmentsRequires trust in other’s ability to deliver according to their accountabilities

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Accountability, responsibility & ownership

  • 1. working in an AROculture
  • 5. personal accountabilityI have the control leversDefines the decisions that are ultimately mineIs the set of things my boss will hold me to and for which I am employed.‘I assure you’ rather than ‘trust me’Included in my performance agreementThis defines what is important or central in my work. I do not have to be asked to go here … it is my job to be here.Expect others to come here when your behaviour has an impact on an arena for which they are accountable, or when there is overlap with an arena for which they have shared responsibility.
  • 6. mutual responsibilityI have the responsibility to influenceAnything that is impacted by my behaviour or my decisions is within my influenceWill include cultural and environmental dimensions, and will therefore be a significant component of my performance review conversationSomeone must be accountable, but I have the responsibility to give input, state my case, and ensure alignment with my arena of accountabilityGo here when invited or when it impacts an arena for which I am accountable.Remember that this patch may be an arena that someone else is ultimately accountable
  • 7. shared ownershipSolidarity, who is ‘we’?The domain that falls outside the sphere of my influence, but that remains part of the whole of which I am a partAs broad as possibleAll that sits under the strategic plan, that wears our brandGo here when the brand or the ‘whole’ is threatenedBe careful because others will know more than you
  • 8. Behaviour in an ARO culture is …Focused and targeted, not scatteredProject rather then role or position orientedDisciplinedHigh performanceCommunication isEntrepreneurial rather than beaurocraticTransparent: knowledge and power is necessarily sharedRobust and often difficult because there is lots of grey in the shared responsibility domain
  • 9. Key vulnerabilities in an ARO culture …ACCOUNTABILITYLack of clarityExcusesREPONSIBILITYNo one accountableLack of systems thinkingOWNERSHIPfragmentation
  • 10. Key vulnerabilities in an ARO culture … competency creep:Supplementing my accountabilities with personal competency and preferenceDisempowers those who have accountability in arena of competency creepMakes me busierIndicates a local rather than organisational view … has cascading impact on other teams/departmentsRequires trust in other’s ability to deliver according to their accountabilities