About the Author
Over the course of her career, she's developed a personal and professional mantra about what she sees as the number-one issue that makes or breaks leadership performance today...
Accountability for outcomes, performance, and results.
That mantra goes like this: "The degree to which you have developed the capacity to hold your organisation and its people accountable for the delivery of results is directly proportional to your capacity to either build--or hemorrhage--value from your organisation."
...An Early Accountability Lesson Becomes a Catalyst for Change
In her first senior executive post, Di managed to turn a difficult accountability lesson into an opportunity for change when it became clear that the failure of her executive team to hold one another accountable was setting their entire organisation up to fail on its delivery of a major business initiative. Having no intention of letting the project go bad, Di led her fellow executives through specific actions to improve personal accountability throughout the leadership team. As a result, she managed to turn a pending loss into a remarkable profit. "Accountability was something we couldn't delegate," she says, recalling the initiative. "Much to our surprise, employees in our respective divisions started to intuitively follow suit, modelling our new behaviours."
Inspired by that early experience, Di developed an enthusiasm and thirst for knowledge relating to the "new rules" of high accountability (you can read more about these in her books in The Accountability Code Series), and has devoted her findings and expertise to enterprise transformation and change efforts ever since.