Customer Reviews

Accountability: Freedom and Responsibility without Control

5 star:		(18)
4 star:		(2)
3 star:		(1)
2 star:		(0)
1 star:		(1)

 

 

As I was about to begin reading this book, I was immediately put off by its subtitle: "Freedom and Responsibility without Control." That makes absolutely no sense. Without any control, there is chaos. Lebow and Spitzer seem to use the word "control" with two entirely different meanings in mind. One connotes order and structure; the other connotes manipulation and suppression. In the ideal organization, everyone is personally accountable and in complete agreement about the standards of measurement. Alas, no such organization exists. Never has and never will. Lebow and Spitzer are quite correct when asserting that imposing "command and control" management on others is much less effective than helping them to assume a greater degree of personal responsibility for the quantity and quality of their work. "The key is to find a way to lead people without ruling them!" I agree.

In this book, they offer a fictitious narrative which begins in Denver as thousands of air travelers are stranded by a severe snowstorm. Pete Williams is among them. He meets Stan ("Kip") Kiplinger and they begin to discuss their respective business experiences, sharing their thoughts and feelings about leadership and management as they proceed together on a two-day railroad journey to Los Angeles. This is the context within which Lebow and Spitzer examine what they call a "dilemma": whether to commit to a freedom-based or control-based work environment. Although frequently careless with nomenclature and in their analysis of cause-and-effect relationships, Lebow and Spitzer nonetheless effectively use the extended exchanges between Pete Williams and Stan ("Kip") Kiplinger to explain how and why a freedom-based work environment is highly preferable to a control-based work environment.

I was curious to learn if Lebow and Spitzer view them as mutually-exclusive. Apparently the answer is both "yes" and "no": Yes if the control is established and then maintained over one person by another...No if an individual assumes personal accountability, thereby assuming responsibility also for her or his self-control. If I understand Lebow and Spitzer correctly (and I may not), the core issue in this context is one of ultimate authority. Where does it lie? Is it granted? If so, by whom? Or is it seized? Then what?

Time out. In creating Minds, Howard Gardner examines the lives and achievements of Sigmund Freud, Albert Einstein, Pablo Picasso, Igor Stravinsky, T.S. Eliot, Martha Graham, and Mohandas Gandhi. However different they may be in most other respects, they all possessed superior intelligence and exceptional self-discipline. Each illustrates a paradox: the extent to which they were free to achieve what they did was dependent almost entirely on the extent to which they could control their talents and skills. The same is true of peak performers in the business world. For example, Michael Dell, Henry Ford, Bill Gates, William Hewlett & David Packard, Ray Kroc, Steve Jobs, Akio Morita, Ted Turner, Sam Walton, and Thomas Watson Jr. True, all were CEOs and at least one, Ford, was (by all accounts) a tyrant. My point is, they and other peak performers in their respective organizations all demonstrate the importance of personal accountability, of what David Reisman once described as inner-directed motivation. But what about so many others who are unwilling and/or unable to assume at least some degree of personal responsibility for their efforts, even within what Lebow and Spitzer would characterize as a freedom-based environment?

In my opinion, there is nothing inherently wrong with any of what Lebow and Spitzer call "Ten Control-Based Ideas That Destroy Accountability." There are countless organizations, ones which have a freedom-based environment, in which most (if not all) of the ten are well-received, indeed deeply appreciated. I am in full agreement with Lebow and Spitzer's core assertion previously acknowledged. Where we part company is the point at which, in my opinion, their cynicism seizes control of the narrative. This is most evident on page 227 when, for example, they assert that incentive programs and pay-for-performance plans "promote cheating and distract people from doing the `right thing' by encouraging the practice of `going for the dough no matter what!'" Or consider their repudiation of employee recognition programs because they "discount the contributions of those who are not recognized, encourage suck-ups, and foster office politics." In some organizations, granted, that may well be true. But of all? Or even of most?

According to Lebow and Spitzer, organizations "get" people to be accountable by granting individual freedom as a right, by asking everyone to be personally responsible, and by having faith in people. Which individual freedoms? Why is each a "right"? Should all effort be voluntary? What if at least some people refuse to be personally responsible, claiming their refusal as a right? How to respond to people who are chronically tardy, careless, wasteful, rude, etc.? Especially those who consider such behavior acceptable, indeed insist that it is an entitlement?

After reading and then re-reading the book, this has been an especially difficult review for me to compose because I agree with Lebow and Spitzer on several key points (e.g. "Attributes of High-Performance Freedom-Based Operations" on page 61) while disagreeing completely with them on so many others (e.g. what I consider to be a worthless "Freedom Survey" on pages 229-235). My rating correctly indicates my ambivalence. I wish a Three-and-a-Half Star rating were available. Allowing some credit for thought provocation, I reluctantly decided on Four Stars.

This book falls into the genre of business parables. Its optimistic theme is that freedom is a better management principle than control. Instead of relying on real-life examples, which might be hard to come by, the authors present a fictitious scenario in which wise older counselors impart the wisdom of freedom to young but amenable auditors. With freedom, workplace antagonisms and conflicts no longer fester. Employees cast aside their suspicions, differences, distrusts and other fruits of oppressive control, cooperating gladly and willingly in an atmosphere of near-utopian productivity. The real reward isn't corporate Eden, but personal accountability, freely given by employees who innovate and work hard because they are trusted. We trust that you'll know just how much freedom to apply before you create chaos instead of conscientiousness.

In the morass of highly promoted, usually content-free "business books," In an area where we've all been let down by government agencies that don't protect us and corporate giants that inevitably flutter to the ground, there is a bright spot. Rob Lebow and Randy Spitzer's Accountability there is the exception that proves the rule. A genuinely helpful easily read book. A book you won't forget.

Accountability adroitly blends together economics, psychology, sociology and management into a coherent view that pinpoints the problem with "fad of the day" business "solutions" and returns to the basic molecules where business success or failure originate: the motivations of their employees.

Accountability takes a lighthearted look at the poor long-term track record of control-oriented firms, and posits a carefully researched alternative, Freedom Based Thinking. Rather than starting with the premise that employees are both evil-intentioned and children in need of direction, Accountability focuses on helping workplaces develop Freedom Based Thinking that empowers everyone in a corporation to work as hard as they can, to establish their own performance standards, and mentor others.

Accountability blends together the pioneering work of Edward Deming with years of careful research. Accountability provides a roadmap to transferring dysfunctional, control-oriented organizations into enthusiastic Freedom-based organizations.

Far from a dry business book, Accountability's lessons are delivered as part of an ongoing narrative on board a transcontinental train. The storytelling genre results in a "fast read" book with lessons that will be imprinted on the reader's mind. Worksheets and resources help readers move on their own.

Each year, numerous business "gurus" produce their biannual "salvation of the day," salvation books that may create great consulting contracts and keynote addresses, but do little to offer businesses long-term solutions. Accountability is the exception. No fluff, no empty promises, just "Freedom and Responsibility Without Control," and how to achieve it.

Did I like this book? I tell my friends: I read it once, I read it twice, and I'm reading it again--and finding myself underlining different passages.

Roger C. Parker

I have just finished reading Accountability-Freedom and Responsibility without Control and now I understand why our valiant attempts at change were destined to fail. We tried everything to bring about alignment of mission, values, plans and effort: TQM, Empowerment and Outcome Driven Management were all "putting the cart before the horse." In spite of the fact that these were great creative and innovative ideas, none of these change initiatives worked because they all were an effort to impose accountability. Looking back, I now see that unless everyone is willing to take responsibility and to be accountable for his or her work without the controls we were trying to impose, accountability cannot occur. Lebow and Spitzer provide the "recipe" by which true Accountability becomes possible. I recommend the book to any organization that has struggled to make Accountability a reality.

This is a must read book if you are a CEO and you know where you are today is not where you should be or can be. If you feel your company is doing well but there is something missing, somewhere you need to be leading your company, you can sense it but you can't quite put your finger on it - read the BOOK!

Here's why. As a CPA I have been helping business leaders take fresh looks at their businesses, transforming them from ordinary business to better businesses for over thirty years. I have guided them through policy & procedure redesign, reengineering, incentive pay design/pay for performance compensation planning, performance measurement design and benchmarking, balanced scorecard and more. These companies have improved their bottom line. But it has always resulted in the sacrifice of something else in the business and the results are hard to sustain. I believe the missing links are shared values,real accountability, and a work environment where employees are free to choose to be accountable and own their jobs. Those are the missing links necessary to transform organizational culture and turn ordinary businesses into extraordinary enterprises.

Lebow and Spitzer have created a process based on their own research and that of other leading consultants and researchers. A process that can be duplicated in your business; no matter how large or small. A process that engages your employees; from line positions all the way to the top. Many researchers have found some of the links, identified the companies that have done it, know the elements that distinguish the great companies from good companies, but don't have all the pieces or a process to make the leap.

In this book Lebow and Spitzer have really hit a home run!! The book's format is a refreshing narrative that tells the story of how the process works, why it works and who can make the leap. Every CEO, COO, CFO, division manager, plant manager, supervisor regardless of the industry, government agency or non profit organization should read this book.

Your own organizational transformation may be as close as your choice to read the book - Accountability, Freedom and Responsibility Without Control. Without question, this is a book whose time has come.

Rob Lebow and Randy Spitzer have written one of the first books that connects management and leadership style with human nature. We have been trying unsuccessfully to control employees ever since B.F. Skinner wrote his theories. But those theories were about rats, not people. With today's knowledge worker, an authoratative management style will reap no success.

...a must read for any worker, manager or leader and a required text for students in my Leadership and Human Resources classes.

Pamela Boyer, HR Consultant & Educator

As a consultaant to leaders for the last 28 years I can trully say this is THE text the can revolutionize how a company moves into business in a way that really works for the leadership, employees and customers. If you have to ready only one business book this is it!
Bill McGrane
President
McGrane Institute, Inc.

How exhausted are you with trying to hire and fire those who intend to take advantage of you? Are you tired of babysitting your staff? Do you waste your time making sure everyone is doing their job? Are you convinced it's the only way to run your business and get results? Are you open to a new way of being - one that most everyone involved with your company would appreciate and one that would free you up to do what it is you do best? Are you ready to enjoy having a staff that is accountable and happy? Then this book is for you and your entire company. Randy and Rob have paved the way to a concept that is not only exciting and timely but also crucial in this evolving age of consciousness.

What separates Lebow and Spitzer book from the rest is that it sticks with you. Is it true that experience is the best teacher? How many times have you read a book with seemingly good ideas, but the ideas never seem to get converted to the workplace? The unique dialogue in this book brings to life the characters in your world, including yourself. The way the book is written allows you to experience what the characters of the book are experiencing. And because you experience it, you own it. Everyday you can see the behaviors of the Lucys, the Yolandas and the Hanks of your organization. They are a real life reminder and a motivator to keep moving toward a freedom-based environment.
The story of the worker at NASA has broken the log jam amongst my co-workers. It was an experience that many could relate too and has energizes our organization to address the concepts and principles so eloquently expressed in this book. Thank you for the creative genius of Lebow and Spitzer and the style in which they present their material.

Accountability is an instructive, inspiring book, based on the simple truth, that people truly want, and need to be great. It clearly, concisely, and in an entertaining fashion, delivers leadership lessons that took years for me to learn.

Accountability outlines the exciting potential offered by organizations that achieve a culture of "Freedom With Accountability". It also provides the specific steps to create that culture, where people come together to become a high performance, intrinsically motivated organization.

I believe, like the authors, that organizations that can achieve this culture will have a long term, and sustainable competitive advantage, as a result of their ability to attract and keep the most motivated and creative talent.