THE CONCEPTUAL FRAMEWORK FOR BEING COUNT-ON-ABLE
The Definition of count-on-ability: The state of being count-on-able; liability to be called on to render an account; the obligation to bear the consequences for failure to perform as expected.
The concept of being count-on-able; Being count-on-able is the opportunity to live at choice rather than accidentally. Being count-on-able is the opportunity to carve out the future rather than to sit back and have it happen to you. Being count-on-able held from a stand as one’s word is the ground from which one’s own transformation is created on-goingly.
Transformation lives in being count-on-able. Without being count-on-able, without committed speaking, without promises and declarations, there is no transformation; there is, at best, peak feelings.
A promise has real power. A promise, made from the stand that who you are, is your word, engages you as a player. You cease to be a spectator, and your words become actions that actually impact the world. With a promise you create a condition that supports your commitments rather than your moods. When motivational dialogue comes up about your preference versus your commitments, and you disregard the dialogue in favor of doing what you said you would do solely because you said so, you distinguish yourself from your psychology. In that moment, you are your word as an action, rather than only as an idea you have.
In that moment, the promise becomes who you are, rather than something you said; and your relationship to the world shifts. You find yourself producing results that seem discontinuous and unpredictable from the point of view of the spectator. The experience is one of joy, fearlessness, irrepressible energy and satisfaction ~ Werner Erhard.
The Phenomena of being count-on-able: (As one has experienced, observed or been impacted by accountability)
Think of when and where you have experienced, observed or been impacted by the phenomena of you or someone else being absolutely count-on-able.
The Key Principles of being count-on-able that we assert are fundamental to success:
Being count-on-able is a statement of personal promise to others: Without being count-on-able, without committed speaking, without promises and declarations, there is no transformation; there is, at best, peak feelings. With a promise you create a condition that supports your commitments rather than your moods. Being count-on-able requires for each member of the organisation to know clearly and specifically what results they are promising to achieve.
Being count-on-able for results means that activities are not enough: If it’s your area, project, function – you are required to be count-on-able. The organisation is depending on a set of results and you have made a personal promise to deliver. “That’s your fair deal” and everyone in the organisation from the CEO to the cleaner has some piece of business which is theirs to achieve. Busyness is simply not enough!
Being count-on-able for results requires room for personal judgement and decision making: Traditional job descriptions are worded in terms of activities, being count-on-able is worded as a result.
Being count-on-able is neither shared nor conditional: No two people hold the same accountability. It exists regardless of limited control or others mistakes or lack of role clarity. Limited control is a fact of everyone’s life. People behave differently if they accept being count-on-able for all eventualities in their area. You may however require the support of others to deliver on being count-on-able. You will need to negotiate with each other what you both need to win. Then it follows – If you cannot deliver on a business result that is in your area of being count-on-able, then it is incumbent on you to inform others (who may be supporting you or require your support) so that they can adjust and follow through on their own promises.
Being count-on-able is meaningless without consequence: Consequences are that which you can earn, receive or are denied, based on the results realized in your area of being count-on-able. In being count-on-able agreements, consequences need to be negotiated. Negotiated consequences are explicit bargains made with yourself, your boss and your work group. Creating and tailoring consequences will require a creative and flexible approach to rewards and recognition programs. “No matter how often the words being count-on-able are mentioned in speeches, memos, or executive presentations, being count-on-able divorced from negotiated consequences is quite simply a hoax”.
Being count-on-able for the organisation as a whole belongs to everyone: Every employee is count-on-able for thinking about and acting on what’s best for the organisation, even if it means putting aside one’s individual, functional or departmental responsibilities.
When these previously stated aspects of being count-on-able occur and are built on a foundation of integrity, authenticity and playing for something bigger than oneself, what is experienced by self and others is “being count-on-able.”
We create being count-on-ability agreements and statements with our clients to assist them win in the areas where they “must produce results.”