Emma,
You have no idea how thrilled I get to hear lightbulbs have been lit. I feel as though I’ve achieved my purpose in that moment.

Michael,
“Put another way, you can not make people “responsible” for certain outcomes without giving them “authority” to act. Responsibility and and authority are two sides of the same coin.”

Well said, and I don’t think we’re the only crazies seeing this either.

The idea of hiring 10’s instead of helping people discover the 10 within them is a HUGE issue.

I might have to post on this from a training perspective as well. “Training” carries a certain brand of thinking of which I don’t feel resolves the issue. Let’s think development. Inside-out instead of outside-in.

I would suggest that most companies lead their employees they way many people parent their children. Neither results in the accountability they desire. You are right, you must give power to those you expect to be accountable. Put another way, you can not make people “responsible” for certain outcomes without giving them “authority” to act. Responsibility and and authority are two sides of the same coin.

Important facts and rational argument for performing in a certain way are not enough when it comes to human beings.

Being included in the process helps.

Overall this requires a leadership commitment to actually growing people and mentoring them into accountable employees. People don’t show up as perfect 10s. But we rather hire “the imaginary 10″ then train them. Then complain when they fall short.

Again, thanks for sharing your client experience - it helps confirm that I’m not the only crazy seeing this sort of thing.