When I moved from a business where I was the responsible one, to where I was the accountable one.

And it was a shock, I can tell you.

I got myself offered a great promotion, as a result of some big-time management shuffling at the top and a restructure. It was a big business and a very big change in culture for me.

Think country bumpkin to big city. It was like 'Mr Smith Goes to Washington' - and more.

After six months I was exhausted and crawled back to my boss to admit defeat. I wanted out and back to where I was comfortable.

He was having none of that and, (very nicely and very firmly), pushed me back into the frying pan - it was that hot!

Then, one day, a realisation struck me.

I was managing things, not people.

In fact, I was the doer of much of the stuff in the business and not managing my people to do the stuff they were eminently qualified to do.

Immediately, I spent time developing the capabilities of my people, investing time in them rather than doing all the jobs myself.

And things started to turn around.

This brings me to the difference between 'accountable' and 'responsible'.

Whilst I had the energy and capacity in a much smaller business, I could keep each plate spinning myself. I was responsible for all of it and the often much of the 'doing' too. I worked hard and could cope with it.

When the business became much bigger, I found out that I couldn't do it all any more.

Whilst I was accountable for the performance of my business, it became time to give away responsibility to others, with support.

Firmly and fairly, I gave away the 'doing' and let them get on with it. I told them the 'what' and let them have the 'how', within a few rules we agreed.

It was sure a tough learning for me and, well, if I could, you can too.

A corner was truly turned.