At the Interchange next week we'll explore Chapter 12 of The Great Engagement, "Management: A Culture of Integrity" in the context of a growing crisis in organizational accountability and execution.

Gallup reports that only 21% of U.S. employees strongly agree that they trust the leadership of their organization (marking a decline from 24% in 2019), while a Harvard Business Review study found that 67% of well-formulated strategies failed due to poor execution. These breakdowns in trust and execution stem largely from what Chapter 12 identifies as a fundamental misunderstanding of management's true purpose. (btw, do not feel obligated to reach the Gallup report or the HBR study)

Chapter 12 reframes management not as micromanagement or bureaucratic control, but as creating a culture of integrity where people consistently do what they say they're going to do. The chapter emphasizes that integrity is simply "integrating your word and your actions"—and this becomes the backbone of organizational success when applied systematically.

The chapter challenges the recent trend of dismissing management in favor of leadership and coaching, arguing instead that all three tools are essential, with management serving the critical function of empowering people through explicit agreements and supportive accountability.

To prepare for our discussion, please reflect on these questions:

1. The chapter states that "people need the ability to manage their own word" and must have permission to say no to maintain integrity. How comfortable are you with team members declining your requests, and how might this actually strengthen rather than weaken accountability?

2. Chapter 12 introduces the concept of "supportive accountability" versus punitive accountability. Looking at your current approach, where do you see opportunities to shift from blame-based accountability to the objective "accounting" described in the chapter?

3. The chapter emphasizes that authority must be proportionate to responsibility. When you review your team's current commitments, where might people lack the decision-making authority they need to fulfill their promises?

4. Consider the step-by-step process outlined: Direct requests → Specific outcomes → Time frames → Promise or decline. How often do you actually secure explicit promises versus simply communicating expectations?

5. The chapter suggests that if you're "not breaking your word sometimes, then you're likely making safe, comfortable predictions, not promises." How might you need to adjust your own approach to making and keeping commitments that stretch you and your team?

During our session, we'll explore practical implementation of these management principles, particularly focusing on how to create the structures and conversations that build integrity throughout your organization.

We'll also have extended peer coaching time, so please come prepared with a specific challenge related to accountability, follow-through, or building integrity in your team that you'd like input on.

Finally, we want everyone’s ideas on how to improve the Interchange!  We are asking for just 20-25 minutes of your time, so if you haven’t had a chance to set up a time to talk with Natalie, please grab a time using this link: https://phoenixperform.as.me/ZoomMeetingNatalie25mins