Empowering Accountability - by Elizabeth Catlin

About the Book

Accountability might sound unexciting, but it's all too often the reason for the gap between strategy and execution. Learn how to transform disengagement into ownership by addressing that gap systemically.

From the Back Cover

How successful have you been at enhancing performance and engagement at your organization? Do your investments achieve the expected return on investment or do your results remain at a steady state? Are people enthusiastic about participating in new initiatives or are they concerned about their workload? In other words, does it seem there is more rhetoric on performance and engagement with no real enhancement of them?

If the focus seems to be more rhetoric, then your organization is not empowering accountability. As a result, your people have a heavier burden to overcome operational ineffectiveness when pursuing their objectives and expectations. Over time, this burden increases if organizations do not consistently ensure they are empowering accountability.

This book illustrates the effects of disempowered accountability as well as provides the concepts and a framework for empowering accountability. It provides a new approach for integrating operational risk management that sustainably enhances engagement to drive a high-performance organization.

About the Author

E. A. Catlin holds a more holistic view on the effect that risk management frameworks have on performance and engagement, thanks to holding a wide variety of roles in mid- to large global enterprises. These roles often focused on implementing or auditing the application of internal control and risk management frameworks across an enterprise.

These experiences were further augmented with certifications in enterprise risk and ESG management that provided a deeper perspective of the effect that such frameworks have on organizational culture, providing a unique perspective of how organizations should empower accountability to better manage operational risks.