As a team leader, you have probably heard a lot about the importance of accountability. But what does it really mean to hold your team accountable? Two leadership authors who have explored this topic in-depth are Patrick Lencioni and Mike Irwin. Their work, coupled with the assessments and model of Grethen Rubin is the basis for—the Accountability module in our Thryvv-ing Senior Leadership Team Cultures program.
Introduction to Accountability
At its core, accountability means taking responsibility for your actions and holding yourself and others to account for meeting expectations. However, accountability should not be a top-down system of assessment and punishment. Instead, it should be a culture built upon clear expectations, open communication, and mutual trust Easily said, right? So where do you start?
Culture
One of the most important aspects of accountability is creating a culture that supports it. It also means creating an environment where team members feel comfortable sharing their thoughts and ideas and asking questions until they are sure they know what success looks like. But more than that it’s about creating a culture where everyone on the team is committed to achieving the organisation’s purpose and goals and is willing to hold themselves and others accountable for their performance.
Clear Expectations
This means setting clear expectations and defining what success looks like for your team.
Most problems with reliability come down to misunderstandings on commitments. Unclear or incomplete requests, offers and commitments are often the source. A team can design how they are going to be about commitments, for example.
When a request is made are both parties clear on:
- Customer – who receives the benefit of the action.
- Performer – Who is responsible for the action?
- Action – What exactly is required to be done?
- Conditions of Satisfaction -What does success look like, and what conditions need to be met for the action to have been a success?
- Timeframe – When does this need to be done?
Possible Responses :
- Commit
- Decline
- Counter Offer
- Commit to commit
Revoking or re-negotiating
This should be done as soon as it is realised there is an issue.
Reporting completion & checking satisfaction is essential as even at this late stage misunderstanding can occur, and that will be THE ONLY thing that is remembered.
Leading by Example
Leaders play a critical role in building a culture of accountability. By modelling the behaviour you want to see in your team members, such as following through on commitments, admitting mistakes, and communicating openly and honestly, you can set the tone for the entire team.
Relationships
Another key aspect of accountability is building strong relationships with your team members. Lencioni emphasises the importance of understanding both the situation and the person to build trust and create a culture of vulnerability and openness. Irwin also stresses the importance of relationships, particularly in high-stress situations where team members must rely on each other. When we have a strong relationship, with mutual affection, we can hold each other accountable. In fact, it can increase intimacy.
Responsibility
Part of holding your team accountable means not letting failure go unnoticed. This doesn’t mean punishing team members for mistakes but rather acknowledging when things go wrong and taking steps to address the issue. Lencioni notes that failing to address problems can have a negative impact on team morale and productivity.
Uncomfortable Conversations
Holding team members accountable sometimes involves having uncomfortable conversations. This can be not easy, but it’s important to approach these conversations with empathy and understanding. Focus on the behaviour, not the person, and be specific about what needs to change. You can help your team members grow and develop by having these conversations respectfully and constructively.
5 Tips/Actions for Leaders to Build Accountability in Their Teams Now
- Set clear expectations and define what success looks like for your team.
- Create a culture of open communication and mutual trust.
- Lead by example and model the behaviour you want to see in your team members.
- Build strong relationships with your team members, focusing on understanding the situation and the person.
- Have uncomfortable conversations when needed, approaching them with empathy and focusing on specific behaviours that need to change.
