DMA Consultancy Limited

The Accountable Leader - Content

Part I

1 Accountable for success

  • Held to account - what does it mean?
  • Accountability, organization design and effective leadership
  • Accountability: what does it mean?
  • Why is accountability important?
  • The link to authority
  • Teams and shared accountability
  • What is management accountability?
  • Personal fulfilment on the front line
  • The Accountable Leader Chapter I: Key points

2 Organizing for accountability

  • Hierarchy: the response to increasing complexity
  • The importance of a sound organizational platform
  • What makes for an accountable organization in which leaders are held to account?
  • The importance of organizations being ' in flow'
  • The Accountable Leader Chapter 2: Key points

3 Leaders and leadership development

  • The Napoleon syndrome
  • Leadership versus management: a barren dichotomy
  • A key distinction
  • What is meant by leadership?
  • The issue of talent
  • Leadership pipeline -what pipeline?
  • Leadership development in the organization
  • Job evaluation: status, grades and ranks
  • Self-actualization
  • The Accountable Leader Chapter 3: Key points

4 Holding leaders to account: leadership by design

  • The DMA Solution Set
  • What is Decision Making Accountability?
  • The importance of conceptual integration
  • The link to business strategy
  • Management layers and work levels
  • The Seven Elements of DMA
  • The Accountable Leader Chapter 4: Key points

Part 2

5 Held to account at the front line

  • On the level
  • At the sharp end
  • The Seven Elements at the front line
  • Challenges at the from line
  • The supervisory role in the first level of accountability
  • Support roles and their link to authority
  • The supervisory challenge at the front line: a 'spanner in the works'?
  • Spans of control
  • The well-organized customer service front line
  • Warning signs: typical issues resulting from multiple tiers of frontline supervision
    Possible next steps
  • The Accountable Leader Chapter 5: Key points

6 Managing the front line

  • A rule of thumb: organize for value from the front line
  • The Seven Elements at the second level of accountability
  • Implications for management
  • The problem with professionals
  • Attention: spans
  • Key steps to define the optimum span of control
  • The span of control questions
  • The advantages and shortcomings of narrow and wide spans
  • Layers: redressing the balance
  • The Accountable Leader Chapter 6: Key points

7. Managing the managers

  • The essence of Level 3 accountability
  • Issues at Level 3
  • The business unit
  • Automation
  • Organization design problems at Level 3
  • How it works in practice: a Work Level 3 case study
  • DweII - time at Level 3
  • The Accountable Leader Chapter 7: Key points

8 Managing on a global stage

  • Strategic accountability
  • When is a regional headquarters juststified?
  • What does the CHQ do?
  • Reporting links
  • TheAccountable Leader Chapter 8: Key points

Part 3

9 Organizational design accountability and leadership in practice

  • Leadership development schemes and why they fail
  • Organization design is critical to leadership development
  • Operational and strategic work: identifying the dividing line
  • Performance is no guarantee of promotion
  • The importance of boundary moves
  • Faulty organization design masks the identification of talent
  • The way forward
  • The Accountable Leader Chapter 9: Key points

10 Leadership development schemes: how can they succeed?

  • The challenge
  • The key steps to identifying and developing leaders
  • Pulling the threads together
  • The Accountable Leader Chapter 10: Key points

11 Tracking a successful leader

  • The era of the inclusive leader
  • A Level 8 career track
  • Advising leaders at Levels 6 and above
  • The Accountable Leader Chapter 11: Key points

12 The accountable leader: 20 key ideas

  • 20 key ideas in this book