Chapter 1Taking Accountability

Positively the Best Decision

Frustration and exasperation were escalating among Janet's team. Their attempts to heighten accountability to boost organization performance and achieve better results had negligible impact. In fact, there was a noticeable decline in morale, enthusiasm, and engagement, with a touch of resentment and irritation to boot.

Fierce competition, shrinking margins, pressure to innovate, new government regulations, and a downturn in the economy had Squire Medical on its heels. Squire Medical was losing ground to the competition at an alarming rate.

Clayton offered, “It seems our plan to instill a stronger focus on personal accountability has had little to no affect on achieving more accountability. If anything, we have created stress, anxiety, acrimony, bitterness, and tension among the workforce.”

The board of directors viewed Janet as an up‐and‐coming leadership superstar. They had seen her perform miracles in other roles over the previous two years and had confidence in her abilities to resurrect what was once an industry leader. Complacency, with a hint of arrogance, had thrust Squire Medical into a downward spiral. The competition was intense and the stakes were high. Employee morale and engagement were at an all‐time low. Top talent was leaving in droves and those remaining had little hope of things getting better. There was a very real possibility that the plug may be pulled and assets sold off.

“I agree with Clayton. ...

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