Fedchoice Federal Credit Union - Altogether Better


Accountability Tool


On this page you will find the key points from "The Oz Principle Accountability Training" presented by Partners In Leadership at the FedChoice All Team meeting in November 2016. We hope this section will help you integrate accountability into your daily work and habits for exceptional results.

Focusing on Key Results

Ask your self: 
- What will happen if we Don't achieve the Key Results?
- What will happen if we Do achieve the Key Results?​

Our Key Results

Category Metrics
1. Member Growth (new members)  +1,700
2. Loan App Growth (members apply for loan) +7,720
3. E-Services (sign/using online/mobile tools) 57.6%
4. Total Products and services (per account, 5 is our goal) 4800(net)
5. Net Promoter Score, NTS ("How likely will you recommend FedChoice", our goal score is 8-10, measured twice a year) 59.92%
The Results Pyramid

Defining the Steps To Accountability

See IT - I See It by obtaining the perspectives of others, being open and candid in my communication, asking for and offering feedback, and hearing the hard things so that I openly see the reality of the situation.

Own It - I Own It by being personally invested, learning from both successes and failures, ensuring that my work is aligned with the Key Results, and acting on the feedback that I receive.

Solve It - I Solve It by constantly asking “What else can I do?”, collaborating across functional boundaries, creatively dealing with obstacles, and taking the necessary risks.

Do It - I Do It by doing the things I say I’ll do, staying Above The Line by not blaming others, tracking progress with proactive and transparent reporting, and building an environment of trust.

Operating Above the Line

Above The Line Questions:
1. What aspect of this situation will most likely pull us Below The Line in the future?
2. What can we control and what can’t we control in this situation?
3. Have we fallen Below The Line?
4. What are we pretending not to know about our accountability?
5. Which areas of joint accountability may allow us to drop the ball?
6. If we really “owned it” what would we do differently?
7. Given recent decisions, what do we need to do to ensure the organization stays Above The Line?
8. Does anyone involved with this situation still fail to “own” the decisions we have already made?
9. Who is accountable for achieving the result and in what time frame?
10. What have we learned from our recent experience that we can apply as we move forward



Below The Line – Responses or Excuses

1. “That’s the way we’ve always done it.”
2. “It’s not my job.”
3. “I didn’t know you needed it right away.”
4. “It wasn’t my fault that it’s late.”
5. “That’s not my department.”
6. “No one told me what to do.”
7. “I’m waiting for approval.”
8. “Someone should have told me not to do that.”
9. “Don’t blame me. It was the boss’s idea.”
10. “I didn’t know.”
11. “I forgot.”
12. “If you had told me it was that important, I would have done it.”
13. “I’m too busy to do it.”
14. “Someone told me to do the wrong thing.”
15. “I thought I told you.”
16. “Why didn’t you ask me?”
17. “No one invited me to the meeting- I didn’t get the memo.”
18. “My people dropped the ball.”
19. “Nobody’s followed up on me; it can’t be that important.”
20. “I told someone else to take care of this.”

Exchanging Feedback

Feedback Dos and Don'ts:

- Do ask "What feedback do you have for me?"
- Don't ask "Do you have any feedback for me?"
- Do five both appreciative and constructive feedback.
- Don't filter the feedback, just hear it.








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