Home Concepts Concepts of Leadership Best Practice 5: CALIBRATOR of RESPONSIBILITY and ACCOUNTABILITY™ (BEING: Calibrator)

Best Practice 5: CALIBRATOR of RESPONSIBILITY and ACCOUNTABILITY™ (BEING: Calibrator)

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Jeannine Sandstrom and Lee Smith

A calibrator is one who is clear about standards, vision, values, and what is right both personally and organizationally, and measures all behavior against them. This is an ongoing internal process that never stops. It is a natural, conscious and continual setting of the “mark” and adjusting what is necessary to hit it consistently. It implies a sense of awareness, measurement and appropriate adjustment. Again, it is not just doing, it is being vigilant, accountable, responsible, thoughtful and nimble, with a constant eye on the target. A Legacy Leader® is a human thermostat, always measuring the environment and adjusting as necessary.

Critical Success Skills: Core Competencies

A calibrator consistently compares results against vision and values, and to established milestones and road maps. He or she provides a good and consistent example of accomplishing tasks and meeting shared goals, seeks to determine if actions measure up to standards and levels of excellence, and shows where learning is needed and new behaviors need to be developed . This leader keeps both internal and external focus, is ready and able to observe and respond to change and equips and congratulates everyone for responsible, professional efforts. This kind of calibration of responsibility and accountability is not about discipline, punishment, hall monitors, rule books or pointed fingers. It is a standard set by leadership by which the whole community has ownership of the process-and therefore is wholly accountable for progress made during that process. These critical success skills outline the behaviors that enable the leader to guide all individual parts of the community to contribute their very best to the process and share the results.

  1. Execute the organization’s strategic plan and use appropriate checks and balances to reach the goals.
  2. Have your “finger on the pulse” of the organization and know your milestone status.
  3. Be sure individuals on your team are clear about position responsibilities and how they fit into the organization’s direction and deliverables.
  4. Require peak performance and support everyone with appropriate resources.
  5. Provide regular feedback and coaching, and take action when performance does not meet stated expectations.
  6. Have clearly defined accountabilities for yourself and for your organization.
  7. Have a clearly developed action plan with benchmarks and milestones, and provisions for making adjustments along the way.
  8. Model a sense of urgency both in getting things done and responding to change.
  9. Be alert to trends that potentially affect results, and recalibrate action plans where necessary.
  10. Gain commitment from everyone in your area of responsibility, and have established accountabilities with appropriate consequences and rewards.
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