JUNE 2014
In this issue: 1 Accountability and Leadership 3 Top Ten 4 Chart Toppers 5 KUDOS 6 Franchise Office & Warehouse 7 Red Cross Partner 8 Kudos For Larry! 9 Find a Friend App for iPhone or iPad 10 SERVPRO® Inaugural 5k and One-Mile Fun Run/Walk 11 Words of Wisdom
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SERVPRO® of Southern New England and New York
Accountability and Leadership It has become increasingly difficult to find hard-working, competent, employees who accept accountability for their actions. Many employers are challenged daily by the frustration of lackadaisical attitudes and work ethics of their personnel, which is seemingly contagious and complicated by the expense and disorganization caused by constant turnover. For a business to operate as a fully managed, debt–free business, accountability must be a business absolute expected of owners, layered management, and other employees, in fact for everyone in your organization. Consider the impact of how employee accountability factors into your organizational philosophy. For a business to operate as a fully managed, debt–free business, accountability must be a business absolute expected of owners, layered management, and other employees – of everyone in your organization. Consider the impact of how employee accountability factors into your organizational philosophy. Being accountable for our own actions means being able to explain why we did something and accepting the responsibility for the outcome of our actions. When we act in a way that affects others, we are accountable for the effect our actions have upon them and may be asked to explain our actions as well as to stand responsible for the effect of those actions. An important goal for employers is “employee engagement” or “buy-in”. This means employees demonstrate the skills, enthusiasm, and motivation necessary to do their jobs when they can see how their performance improves not only their future but also other employees with whom they interact and support, and their employer. Employee accountability is one element of employee engagement. Employees feel more engaged when they have clear direction, performance accountability, and an efficient work environment; therefore, holding employees accountable for performance standards will improve employee engagement. To ensure accountability in your organization: (1) E nsure all employees are given, understand, and commit to fulfilling their Roles and Responsibilities, modified when necessary to meet the position goals. This may mean combining several Roles until more employees are available to reduce the ‘load’ (2) O wnership and Management are responsible to ensure the staff is well trained for the positions they are assigned. Owners and Managers cannot expect an employee to be accountable for a task or assignment for which they are under-trained or do not possess the skills necessary to accomplish that task. (3) Performance Standards are levels an employee must achieve to meet job expectations