Holding Managers Accountable

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Holding Managers Accountable In Tough Times
Workshop Baltimore, July 9, 2005
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• Karen Zaugg
• University of Washington Facilities Services
• Director, Organization Relations
• Seattle, WA 98195
• kzaugg_at_u.washington.edu

Philip A. Encinio Higher Education
Consulting Berkeley, CA 94707-1907 Pencinio_at_aol.c
om
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Session Overview

• Define the problem, divine the solution
• Any accountability program will do
• Why is it so difficult??
• Testing ourselves
• Lessons

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Define the problem

• divine the solution

Why are we here?
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Ingredients of management accountability

• CEO (A)defines needs as goals
• A decides work distribution
• Delegations are planned
• Framed as expectations
• A defines for B so
• expectations expected results understood
  same way
• Ground-rules for going forward are clear,
  understood

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Impediments to Managing Human Beings

• Promotion jettison
• Relationship change from peer to power
• Distaste of delivering criticism
• Evaluating persons, not performance
• Managing vs. Leading
• Euphemisms substituted for truth
• Nice guy problem
• Fear of excellence - accepting lowest common
  denominator