Author Archive

Dwight Mihalicz

Dwight Mihalicz has over 40 years’ experience helping local, national, and international organizations achieve greater productivity, efficiency, and performance.

Accountability for Cross-Functional Work

Dwight Mihalicz,

Part 5 of the Effective ManagersTM Understanding Accountability Series

As we know, accountability within an organization is one of the most critical concepts that leaders and managers should master. Understanding accountability and implementing the Effective Point of Accountability methodology leads to increased efficiency and better organizations.

However, things aren’t always so simple when it comes to determining the Effective Point of Accountability for cross functional work. Especially in this case, there may be some overlap between the departments working on the same project, which would prove to be challenging. How do you determine where the Effective Point of Accountability is when it comes to the delegation of cross-functional work?

Master Class 1: Recipe for High Performing Organizations

Dwight Mihalicz,

Mastery Level: Organizational Effectiveness 

New series from Dwight Mihalicz – designed for management 

Everyone at some time in their career – will encounter an organizational issue that threatens the success of their efforts – and perhaps inadvertently, their reputation. In other words, your client may blame you for their own inability to implement your recommendations.

Master Class 3: Why Managers Don’t Manage, and What to do About it

Dwight Mihalicz,

Deeper Dive #2: Why Managers Don’t Manager, and What to do About it.

New series from Dwight Mihalicz – designed for management 

The managers in our client organizations are dealing with the urgent, instead of the important.  Our research, in partnership with the Telfer School of Business, has developed a deeper understanding of the effectiveness of managers. It shows that managers in a cross section of various sized organizations report spending only 55% of their time on value-added work. Managing subordinates is a key part of that value-added work.
Almost half of their time is consumed doing work that is not adding value in the way it should and could. We also found that while 98% of managers agree that they are held to account for their work, only 46% believed that they are delegated clear objectives with statements of quantity, quality and timeliness.

Master Class 2: How to Create a Culture of Accountability

Dwight Mihalicz,

Deeper Dive #1: Accountability: How to Create a Culture of Accountability

New series from Dwight Mihalicz – designed for management consultants

As consultants, we don’t have much authority within our client’s organization; we only have the authority that our clients give us. This limited power constrains us from directly implementing our recommendations by its very nature – we are external to the organization.
But what about within the organization? Does your client understand how accountability works in the organization? How can we as consultants help clients understand the nature of accountability? Even more so, how do we help our clients create a culture of accountability?

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