Accountability : the key to driving a high-performance culture

Accountability is one of the biggest challenges business leaders face, but it can also be one of the most important factors leading to success. This groundbreaking book explains why and how.

Top business consultant and speaker Greg Bustin has dedicated a career to working with CEOs and the leadership teams of companies on this crucial topic. Over the last five years, he has interviewed and surveyed more than 3,200 executives around the world--from such admired companies as Marriott, Container Store, Ernst & Young, Sony, Herman Miller, Nucor, and Southwest Airlines--to understand how high-performing corporations successfully create and sustain a culture of purpose, trust, and fulfillment. Along the way, Bustin developed a set of leadership tools that will increase accountability and drive success for any type of organization.

Accountability will transform the way you manage, maintain, and motivate yourself, your team, and, ultimately, your workforce. As a business leader's guide to the best practices to turn longterm vision into reality, it introduces the Seven Pillars of Accountability and shows how each pillar is a crucial part of effective leadership

Author Notes

GREG BUSTIN is a business and leadershipconsultant, an international speaker, and a Master Chair for Vistage International, the world's largest CEO membership organization. He writes a monthly bulletin sent to more than 5,000 executives globally and regularly speaks at events in the United States, Canada, Australia, and the UK. His perspective on leadership has appeared in the Wall Street Journal , Barron's , the Dallas Morning News , and other major publications.

Preface	p. xi
Acknowledgments	p. xv
Introduction	p. xvii
1 Accountability Starts with Purpose	p. 1
2 Learning from Winners	p. 13
3 The Seven Pillars of Accountability	p. 35
4 Character Counts	p. 47
5 Galvanizing Your Team	p. 73
6 Green and Growing	p. 109
7 What Your Best Employees Want	p. 141
8 Instilling a Sense of Urgency	p. 169
9 Walking the Talk	p. 199
10 Change Practices, Not Principles	p. 225
Appendix	p. 259
Notes	p. 277
Index	p. 283

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Table of Contents