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Success Secrets and Stories
Stop Playing the Blame Game: How MBR Changes Organizations
Accountability transforms organizations, but creating a culture where everyone takes genuine ownership is challenging. In this thought-provoking discussion, John and Greg break down Management by Responsibility (MBR) - the leadership philosophy that revolutionizes how teams approach challenges and results.
At its core, MBR hinges on a powerful premise: individuals are 100% responsible for their experiences and reactions to life events. This isn't about blame, but about embracing the freedom that comes with taking full ownership. We explore the three foundational pillars that make MBR work: internalizing personal responsibility, empowering others to own their roles, and shifting to a solution-focused approach that addresses non-productive behaviors.
What makes this episode particularly valuable are the practical techniques we share for implementation. From fostering self-awareness to establishing clear performance standards, providing constructive feedback, and removing obstacles to success - we offer a comprehensive roadmap. We don't shy away from addressing resistance either, tackling common challenges like fear of consequences and the comfort of the blame game. The wisdom of Admiral Rickover resonates throughout: "Responsibility is a unique concept. It can only reside within a single individual. You may share it with others, but your portion is not diminished."
Whether you're leading a small team or an entire organization, these insights will help you create an environment where accountability thrives and excuses disappear. Ready to transform your workplace culture? This episode is your starting point. Share your experiences with accountability in leadership, and don't forget to check out successgrowthacademy.com for more resources on the MBR approach.
Presented by John Wandolowski and Greg Powell
Well, hello and welcome to our podcast, success Secrets and Stories. I'm your host, john Wondoloski, and I'm here with my co-host and friend, greg Powell Greg, hey, everybody. And when we put together this podcast, we wanted to put out a helping hand and help that next generation and help answer the question of what does it mean to be a leader? Today, we want to talk about a subject that I think supports that concept. Okay, about a subject that I think supports that concept. So today we wanted to try to step back a little bit and talk about one of my favorite subjects on BR management by responsibility and probably going back and just reviewing some of the things that are, I think, key points. Whenever people have asked me what is MBR, what does it really mean? The most important element of MBR leadership is the unwavering belief and the commitment to the concept that individuals are 100% responsible for their experiences and their reactions in life events, whether they like the results or not. This emphasis is basically personal accountability and it is the cornerstone of Dr Durst's approach of MBR and Dr Durst is the person who created the program and we talk about it at the end of every one of our podcasts. But it's a very good program and it's found on successgrowthacademycom and we refer to it all the time. But I'd like to talk a little bit about the program.
Speaker 1:There are three key components in order to make management of responsibility a culture within your work environment, and one of the foundations for the MBR program is the first one they talk about is internalizing the belief that every leader is empowered to move beyond the blame game of external factors that are stopping them from being successful, instead to focus on how they can control their own choices, their actions and their reactions, and this is that open door in order to find constructive change and improvement. Second is empowering others. A leader empowers and fosters a culture where individuals take ownership of their roles and their contributions. I'll put a little caveat on it that they're also recognized for the contributions that they do, that you're fostering that development of the staff that you work with. It empowers them to find solutions rather than solely relying on the leader to dedicate every step or to dictate every step in order to get something done.
Speaker 1:The third level is to help people to understand the problem-solving approach. When everyone understands that they are responsible for their behavior and how it impacts the organization, it shifts the focus and identifies and addresses non-productive behaviors. That's the challenge Paving the way for achieving organizational goals to be more effective. So what do these three concepts mean overall? Essentially, dr durst's framework emphasizes that leaders must first embody this principle of 100 responsibility themselves to effectively guide and inspire others at the same time. This creates the shift. This is the change in the mindset that leads to more engaging, accountable and, ultimately, more successful organizations. Now that all sounds well, but how do you actually apply these concepts that will move the needle to make a change, greg.
Speaker 2:So, john, let's talk about techniques within MBR to change non-productive behavior. So the Management by Responsibility framework changing non-productive behavior. So the Management by Responsibility framework changing non-productive behavior hinges on the fundamental principle that the individuals are 100% responsible for their experiences and reactions to whatever life's events occur. Building on this foundation, mbr offers several techniques to help individuals and teams shift away from, let's call it, unproductive actions toward responsible and effective behaviors. That are broken down to five basic concepts. First concept fostering self-awareness and ownership. So there's a behavioral assessment. Leaders help individuals become aware of their non-productive behaviors by providing very specific and measurable and observable descriptions of what those actions are, rather than focusing on subjective interpretations or personality traits. This might involve techniques like identifying the triggers and consequences of the behavior. Second one encourage self-reflection. We've talked a lot about reflection in some of these podcasts, right? Individuals are prompted to reflect on their own choices, their own actions and reactions, considering the impact their behavior no one else's but their behavior has had on themselves and the organization. And finally, promote accountability. Individuals are encouraged to take ownership of their behaviors and the impact they may have, moving forward and moving beyond blaming external factors.
Speaker 2:This includes identifying areas for improvement and developing strategies to address the non-productive behaviors, setting clear expectations and communication. So, defining roles and responsibilities, clearly articulating the roles and responsibilities of each position, along with what they expect to performance, is right. What are those performance standards? Help ensure everyone understands what is expected of them in terms of performance and of behavior. Establishing measurable objectives and if you haven't heard us talk about this, you've been under a rock right Defining specific, measurable, achievable, relevant and time-bound we call them SMART goals for improvement creates a clear roadmap for individuals to work towards. Yes, this is my soapbox Regular feedback. Providing consistent and constructive feedback through regular check-ins and performance reviews help individuals understand their strengths and the areas they have for development. It also fosters continuous growth, not personalities. Feedback should be specific to the behavior that needs to change, to provide concrete examples rather than general criticisms or personal attacks.
Speaker 1:Yeah. And the next one, number three, is providing support and resources. And again, this is the concept of MBR, is to help people to understand this transition, to take responsibility. One is looking at your training and development to invest in training programs that enhance the employee skills, knowledge and increase their ability to perform jobs effectively and foster a sense of accomplishment. Mentorships, which are probably one of those things that a good organization is always trying to do, pairing individuals with experiences and colleagues to help them gain the skills, the confidence, the motivation and facilitate the adoption of new behaviors. The next one is the key that I have used a lot in my job applications for MBR Remove the obstacles that are hindering somebody from being able to be successful, whether it's a lack of training, whether it's a lack of resources.
Speaker 1:Unclear expectations allow the individual to focus on their performance by removing the obstacles that are creating that inability to get the job done. The next is addressing resistance and maintaining accountability. Addressing difficult conversations openly and directly addresses poor behavior with the goal of improvement, not punishment Our favorite term, greg document everything. Keeping detailed records of communication, progress reports and changes made during the improvement process. Provides documentation to track the progress and for references if it's needed later in terms of action and I'll put in the rest of that sentence, in case you have to fire the individual, and that's an unfortunate part of helping people understand accountability is if they don't accept it, you may have to let them go. That's why documentation is critical.
Speaker 1:The next point is probably more important. Consider performance improvement plans, pips as some people have often called it. If an employee's performance doesn't improve despite efforts, a PIP can be implemented to outline specific goals, targets and to improve within a defined timeline. If you don't know about this process, it's worthwhile to take a look at it, not as being a penalty, but to focus everyone to help that individual to improve, and I've seen more success applying a PIP and having that first stage start and a person turns around because they realize they've gone to the point of creating a plan of improvement and you've now set the guidelines in which they'll be judged by, and it's interesting to see that I'd say 50% of the time, maybe 75% of the time the person turns around. It's amazing.
Speaker 1:Follow through. If the behavior doesn't change well, that's the bottom line You're going to have to let that person go. Doesn't change well, that's the bottom line. You're going to have to let that person go and, in cases of termination, ensure that there's adherence to the legal requirements and the ethical considerations, that it's not personal, that it's related to actually your documentation. There's that loop coming back again. And to haunt us. Number five prevent future issues.
Speaker 1:If you're using the MBR program, you're not only doing it as a starting point, but if it's a program, it has a future. By promoting positive and engaging work environments and fostering the support, you're providing a culture where employees feel valued and appreciated and it can boost morale and motivation, encouraging continued productivity and responsible behavior. All those things kind of interface and interact. Regular recognition and appreciation and this one should have a star by it, but that would be appropriate Proactively recognizing and rewarding desired behaviors, reinforcing positive change and motivating individuals to continue contributing to the organization's success. And the one that I think is very important is lead by example. Leaders must be responsible for their behaviors. They have to demonstrate a commitment to the principles that they're trying to promote. Like NBR, it should be part of their culture too. So applying NBR just exactly?
Speaker 1:What are the key points that people have talked about? Well, there's always number one resistance to change. Individuals just don't like to accept 100% responsibility and are much more comfortable with the blame game. Just, you can't accept it. They have to take responsibility the fear of consequences, which is really the essence of what MBR can produce. Employees are hesitant to admit mistakes, their shortcomings, and feel that they'll be punished or disciplined or find negative repercussions. This is your opportunity. If there's a fear for them to understand that they're part of the process, to make the change and make it a positive. And the next two points, I think, talk to that issue. The next is the lack of understanding.
Speaker 1:Some may struggle to grasp the direction or the distinction of what it means in terms of responsible and accountable, and they fail to comprehend that their actions influence their own outcomes or ownership. To put it simply, inconsistent leadership. Or ownership, to put it simply, inconsistent leadership. If leaders don't fully embody the principles of MBR or fail to apply them in a consistent across all levels of the organization approach, they can undermine the credibility and effectiveness of the MBR program. Weak organizational culture, where the culture tolerates the lack of accountability, discourages open communication and prioritizes the blame to create a significant obstacle for the MBR program. Time and effort requires dedicated time and effort of leaders and employees to learn, to practice and to embody these principles of responsibility and accountability throughout the fabric of the organization. I think that's the key and sometimes I've heard MBR start at the very executive level, at the top, and then goes through the system in terms of going down to the day-to-day frontline employee. It has to be the whole organization complies with taking responsibility for the results and MBR really can change an organization. Greg.
Speaker 2:So, john, let's talk about overcoming the challenges. First one education and training. You want to make sure you communicate the why, explain the rationale behind MBR and its benefits for both the individuals and the organization as a whole. Clarify responsibility and accountability. Make sure everyone understands the distinction between accepting personal responsibility for one's action and being held accountable for the outcomes. Teach behavioral skills. Provide training in communication, conflict resolution, problem solving, empowering individuals to address issues constructively.
Speaker 2:Number two is leading by example, model responsible behavior. Right, you be the model. Leaders must demonstrate accountability in their own actions, admitting mistakes and failures that they've had, and take ownership of their failures publicly. Reinforce positive actions. Recognize and reward individuals who exhibit responsible and accountable behavior, and that reinforces desired actions.
Speaker 2:Number three building a supportive and safe environment. Emphasize learning over blame. Put much more importance on that learning piece, on that learning piece. Treat mistakes as learning opportunities, encouraging open discussion and analysis of root causes, rather than focus on assigning blame. Right, we all know we learn a lot more from mistakes, so let's address them. Foster psychological safety. Create an environment where individuals feel safe to speak up, to speak their mind. They can ask questions in an environment where they can share their concerns without fear of criticism or retaliation. Encourage open communication. Establish channels for feedback and dialogue. So you've got to set those up. Promote transparency and trust throughout the organization.
Speaker 2:Number four setting clear expectations and boundaries. Define clear roles and responsibilities. Ensure everyone understands what's expected of them individually and how their contributions contribute to the whole as far as overall goals. Implement accountability frameworks. There's a tool that I've used in the past John's familiar with it as well called the RACI metrics. Used in the past, john's familiar with it as well. Calls it the RACI metrics and a RACI charter or responsibility chart matrix is a project management tool that defines and clarifies roles and responsibilities within a team. So it stands for responsible, accountable, consulted and informed. If there's a spot that there's nobody's name, you got to find somebody to fill in that responsibility, to fill in that role Right.
Speaker 1:And in the jobs that I have done in my past, this has been the one part that has really made the biggest difference. You're assigning someone's name and you're making sure that they own that name, and I've always found that as one of the biggest challenges for people to understand what it means to take responsibility. And one of the people that Dr Durst would quote and I think it's a wonderful opportunity to share Admiral Rickover, the real heart and soul of the submarine Navy approach that you see to this day, had a very simple reply to responsibility. Responsibility is a unique concept. It can only reside and adhere within a single individual. You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you. You can disclaim it, but you cannot divest yourself of it. And I really do believe, when you talk about implementing accountability frameworks, that assignment piece of it for someone to understand that they are taking ownership of it. You're assigning it to them or they've accepted the responsibility. You need to get that task done. You'd be surprised how many times that step is missing and teams struggle because they never have taken that step of implementing.
Speaker 1:The next one is an ongoing commitment and reinforcement. I think I'm kind of feeding into that concept of regular check-ins and feedback to monitor the progress and provide regular constructive feedback, to offer support to the individuals as they journey down this road of accountability. Align incentives and recognition to link rewards, to recognize a commitment to growth and responsible behavior, reinforcing the values of accountability. Promote a culture of continuous improvement. If you're doing all these steps, you now have the right road that you want to follow. Encourage individuals to view the challenges as opportunities of growth, to constantly strive for a higher level of accountability and responsibility. So in this podcast, we're trying to give you a little bit of an idea of the cornerstones of what it means in terms of management by responsibility, and then some examples of how you can actually enhance it and you can push it along. You're going to have those resistance because, let's face it, at the end of the day, we're used to blaming others. I mean, ask a kid that's five years old who stole the candy from the top of the shelf. They're going to blame somebody else. They're not going to raise their hand and say it's me.
Speaker 1:That environment of looking for a way to avoid responsibility is something that's actually part of our culture. It's a culture shift to take responsibility, and that's some of the tools that I have used in order to make that process a part of our reality, of helping people change their organizations. I hope that helps. That's part of what we do, and I really enjoy talking about MBR. If you like what you've heard on the podcast, I've also written a book called Building your Leadership Toolbox and it's available on Amazon and Barnes, noble and other sites.
Speaker 1:Part of that process is this website I'm sorry this podcast that we do and it's on other formats like Apple or Google or Spotify or what you're listening to. We appreciate it. A lot of what we talked about today is about Dr Durst and his MBR program. If you want to know more, it's successgrowthacademycom. If you'd like to contact us, you can contact me at wando75.jw at gmailcom, and music has been brought to you by my grandson, so drop me a line, tell me what you like, tell me what you would like to hear and we'll see what we can do. We appreciate your input.
Speaker 2:So, greg, thanks thanks, john, as always and next time.