Street Smart Practice: Responsibility and Accountability

By Myself in the System

Feeling Responsibility and Holding Accountability in Self and Systems

Responsibility as a feeling towards something or somebody, while accountability involves being held to account externally for something that one is doing and that is directed toward a clear purpose. To make this distinction requires constant inquiry right in the midst of our actions

by Jane Allen

Jane Allen is an experienced consultant, facilitator and coach working in public and private sectors, based in the UK. She provides advice and support to consultants and coaches working in the field of organisational and leadership development. Her ambition is to encourage the best of individuals and organisations in pursuit of their highest ideals and achievements.
Jane is an experienced national and international consultant and leadership coach working in public and private sectors. She coaches senior managers and Chief Executives in Social Care, Local Government, the Probation Service, Higher Education, senior leaders within BT, Imperial Tobacco and Eli Lilley and provides advice and support to consultants working in the field of organisational and leadership development. She has extensive experience of running action learning sets at a strategic level.
Jane has published widely on leadership, coaching and mentoring; and has recently graduated from the ALIA (Authentic Leadership in Action) international masterclass in the practices of mindfulness and authentic leadership. Her ambition is to encourage the best of individuals and organisations in pursuit of their highest ideals and achievements. She believes that good performance and quality go hand.
www.amara.fi and www.linkedin.com/in/jane-allen-b10bb324

Terri Soller

Terri’s expertise lies in working with individuals, organisations and communities to build the leadership capacity required to meet their purposes. She designs and facilitates systemic interventions, and focuses on the practical implementation of newly learned skills. Her practice addresses the intersection of leadership development and change and organisation dynamics, weaving together a range of disciplines including Systems thinking, Adaptive Leadership, Complexity Theory, Adult Development and Process Oriented Psychology to help people become better leaders and have a positive impact in their organisations. She works with individuals and groups in the “here and now” to better understand the dynamics of their organisation and to encourage leaders to be more agile and innovative in their practices. She believes that high quality leadership is a key ingredient for developing both prosperous societies and a sustainable planet.
Terri has diverse experience gained over 20 years in the corporate, not-for-profit and government sectors in Australia and internationally. She is currently the Managing Director (Australia) of The Global Leadership Practice.
www.tglp.ee