Rob LeBow - Accountability. Freedom and Responsibility Without Control

Accountability has become one of the most talked-about subjects of our time and perhaps the most perplexing of all people-related themes.

This story begins in Denver, Colorado, during the winter holiday season. Pete Williams, like thousands of other travelers in the Rocky Mountain states, has been stranded by an especially heavy snowstorm that has frozen the heartland of America.

Now, lets start our journey as Stan Kiplinger, a retired business executive, meets Pete Williams, the hard-charging CEO of an internationally recognized electronics manufacturer who has just transitioned his organization into the fiber optics business.

The Amtrak train was the only alternative to waiting out this snowstorm, and Pete Williams was not the kind of person who liked to wait. He boarded the 9:00 a.m. to Los Angeles with stops in Martinez and Bakersfield, California, and moved quickly past other passengers to compartment 417-C, sliding open the door.

It would take nearly two days to get to L.A. by train. Even though it would take much longer than flying, booking a seat on the train was a better alternative to sitting in a Denver hotel room hoping for a flight when the weather cleared. And, like most of the CEOs of his time, Pete was a take-charge executive who viewed time and money as inseparable commodities. Traveling by train would also give him time to think through what he was facing in Los Angeles and back at corporate headquarters. Just before boarding, Pete had momentarily looked at the name of the train, The California Zephyr. He knew what it meanta gentle western wind.

As Pete opened the compartment door, he saw an older man who looked like a retired businessman. He noticed the mans casual clothing, accented by a gold Rolex watch on his left wrist that suggested this fellow must have made some money in his time.

Placing his bag above his seat, Pete turned and made eye contact with his overnight travel mate. Hi, Im Pete Williams. With the airport closed and my flight canceled, it looks like well be making this trip together.

The older man reached up and shook Petes hand and said smiling, My names Stan Kiplinger, but everyone calls me Kip. Ive been watching this storm dump snow since I boarded the train in Chicago. Itll be good to get to Los Angeles and feel warm sun again. The older man paused and then asked, Are you going home for the holidays, or is this a business trip?

Its a business trip, Im afraid, replied Pete with a frown. I need to get to L.A. for a meeting with our business partners, but this blasted snowstorm trapped me in Denver. It couldnt have happened at a worse time. Pete realized he was expressing a lot of emotion to a perfect stranger, so he softened his tone. But I guess thats life.

It would seem so, said Kip empathetically. If its not too personal, what business are you in?

Its not too personal at all, said Pete, relaxing a bit. I imagine well know a lot about each other before this trips over. For the past forty-two years, my company was in the electronic parts business. Our business has been slowly dying because of all the changes in the industry. So to stay competitive I forced some drastic changes.

The younger man, reflecting on his experience, said, I guess its been about eighteen months now. My board of directors agreed to my radical idea of changing our business focus, but frankly, thats when all of my problems began.

Maybe I pushed too hard. I remember having one heck of a time talking my senior staff into reinventing ourselves. Talk about challenges: I felt like a presidential candidate on the stump, shaking hands and kissing babies all the way!

The older man nodded his head and laughed in support. I bet it wasnt a cakewalk to get all your people to take the risk, huh?

No, it wasnt! the younger man admitted. I wanted to place our company squarely in the competitive arena of the fiber optics business. Kip, my people are good, and our reputation is solid, but many of our best customers were moving from the old brick-and-mortar parts business into the optics industry. We had to follow their move or look forward to closing our doors. Kip could see the seriousness on Petes face.

I believed then and I still do, Pete continued with conviction, that our decision was a good one. But now Im not sure if we can pull it off. Its almost like everyone is dead at the switch. I cant get the staff or my management team excited about the challenges facing us. Its as though they expect me to do all the thinking for them!

Oh? said Kip.

Pete began unloading his troubles and fears on this seemingly sympathetic stranger. Recently, we began manufacturing system components and optical fabrication supplies for a large multinational Japanese telecommunications provider. It was a big multimillion-dollar contract that made all the local papers. You know, the kind that a company can be built on.

Pete leaned forward and quickened his pace. So, when we signed the contract, I thought that it was the best day of my lifeoutside of marrying my wife and later holding my infant daughter in my arms.