Quotes About Accountability

I'm not gonna let them go easy on me knowing he's out there hurting some other kid. How can a decent person live with that?" Indeed. Even a guy like Artice, who's caused his share of mayhem, sees that.

Tell me something so that when you look your god in the eye, you can convince yourself you're a good man.

It's comforting to blame the misfortune of others on their own actions. It's also wrong.

Reality's got a lot to answer for

What is it about the government and its agents and employees that they can lie to us with impunity, but we risk being sent to jail if we lie to them?

Both parties promote "changing Washington," but in reality they like Washington just the way it is: little gets done that they don't like, and none of our officials are truly held accountable.

It was an integral part of Churchill's leadership code never to scapegoat subordinates.

Hitler and his Nazi gang have sown the wind; let them reap the whirlwind.

could not accept a position of general responsibility for war policy without an effective share in its guidance and control

the qualities desirable in a politician, Churchill said, 'The ability to foretell what is going to happen tomorrow, next week, next month, and next year Ã¢â'¬â€œ and . . . to explain why it didn't happen.

When Averell Harriman tried to console Churchill by saying that under the proportional representation system he would still have been prime minister, of a Conservative–Liberal coalition, he indignantly rejected the idea, saying, 'I will fight against the evils of proportional representation with all my strength,' and explained that democracy could succeed only if the people knew which party was accountable and responsible for the decisions taken in government

Words without action behind them are about as useful as an empty cup in the hands of a man dying of thirst.

Because if everyone in this world waits for another Hero to save them, I don't know if this world will survive. And if I'm content to wait and let another person risk their life for me, I don't know if I'm worth saving.

delegation without follow-through is abdication.

ask both the manufacturing and the sales departments to prepare a forecast, so that people are responsible for performing against their own predictions.

one of the manager's key tasks is to settle six important questions in advance: •  What decision needs to be made? •  When does it have to be made? • Who will decide? •  Who will need to be consulted prior to making the decision? •  Who will ratify or veto the decision? •  Who will need to be informed of the decision?

Because the art and science of forecasting is so complex, you might be tempted to give all forecasting responsibility to a single manager who can be made accountable for it. But this usually does not work very well. What works better is to ask both the manufacturing and the sales departments to prepare a forecast, so that people are responsible for performing against their own predictions.

When a person is not doing his job, there can only be two reasons for it. The person either can't do it or won't do it; he is either not capable or not motivated." This insight enables a manager to dramatically focus her efforts. All you can do to improve the output of an employee is motivate and train. There is nothing else.

In effect, the lack of a decision is the same as a negative decision; no green light is a red light, and work can stop for a whole organization.

In other words, one of the manager's key tasks is to settle six important questions in advance: •  What decision needs to be made? •  When does it have to be made? • Who will decide? •  Who will need to be consulted prior to making the decision? •  Who will ratify or veto the decision? •  Who will need to be informed of the decision?

The subordinate did poor work. My associate's reaction: 'He has to make his own mistakes. That's how he learns!' The problem with this is that the subordinate's tuition is paid by his customers. And that is absolutely wrong.

one person usually has more at stake in the outcome of the meeting than others. In fact, it is usually the chairman or the de facto chairman who calls the meeting, and most of what he contributes should occur before it begins. All too often he shows up as if he were just another attendee and hopes that things will develop as he wants. When a mission-oriented meeting fails to accomplish the purpose for which it was called, the blame belongs to the chairman

the performance rating of a manager cannot be higher than the one we would accord to his organization!

management by objectives—MBO