What Ever Happened To Accountability?

When leaders dont fire underperforming executives, they send a bad message to the whole organization. Case in point: the U.S. Army by Thomas E. Ricks Peter Drucker 1967 book The Effective Executive: It is the duty of the executive to remove ruthlessly anyoneand especially any managerwho consistently fails to perform with high distinction. To let such a man stay on corrupts the others. It is grossly unfair to the whole organization. It is grossly unfair to his subordinates who are deprived by their superiors inadequacy of opportunities for achievement and recognition. Above all, it is senseless cruelty to the man himself. He knows that he is inadequate whether he admits it to himself or not. When standards are not rigorously upheld and inadequate performance is allowed to endure in leadership ranks, the effect is not only to rob an enterprise of some of its potential. It is to lose the standards themselves and let the most important capabilities of leadership succumb to atrophy.

George C. Marshall

Passive inactivity, because you have not been given specific instructions to do this or to do that, is a serious deficiency. Saying No to YES

Leadership was not about pleasing the boss or saying the right words; leadership was doing the right. When standards are not rigorously upheld and inadequate performance is allowed to endure in leadership ranks, the effect is not only to rob an enterprise of some of its potential. It is to lose the standards themselves and let the most important capabilities of leadership succumb to atrophy.

performance is allowed to endure in leadership ranks, the effect is not only to rob an enterprise of some of its potential. It is to lose the standards themselves and let the most important capabilities of leadership succumb to atrophy. Thomas Ricks George Catlett Marshall, Jr. GCB (December 31, 1880 October 16, 1959), was an American military leader, Chief of Staff of the Army, Secretary of State, and the third Secretary of Defense. Once noted as the "organizer of victory" by Winston Churchill for his leadership of the Allied victory in World War II,[4] Marshall served as the United States Army Chief of Staff during the war and as the chief military adviser to President Franklin D. Roosevelt. As Secretary of State, his name was given to the Marshall Plan, for which he was awarded the Nobel Peace Prize in 1953.

Leadership shown by George Marshall maybe viewed as cruel by others as he did not have any second thoughts of relievin found wanting or lacking ability to command his troops. His firm belief for accountability led him to come up with a list of the "good common sense" 2. "have studied your profession" 3. "physically strong" 4. "cheerful and optimistic" 5. "display mark "determined" . According to the author, a great CEO, should be able to lead his staff to achieving the company's mission an strategic plan.

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ve any second thoughts of relieving any officer from his post, once d him to come up with a list of the qualities of a successful leader. 1. ul and optimistic" 5. "display marked energy 6. "extreme loyalty" 7. hieving the company's mission and vision with guidance and a clear