“In a team, it’s not the strength of the individual players, but it is the strength of the unit and how they all function together.”
Bill Belichick, Head Coach New England Patriots (2000-Present), New York Jets (1999), Cleveland Browns (1991-95)
No research studies need to be cited for this one – you already know that there is a correlation between a team that is accountable, and an effective, smooth-running, profitable operation.
One way to gauge the health of the relationships within your team is by measuring the average lag time between identifying and discussing problems. The shorter the lag time, the faster problems get solved and the more the resolution enhances relationships. The longer the lag, the more room there is for mistrust, dysfunction, and so on. The role of leader is to shrink this gap. The best way to do shrink this gap is by developing a culture of universal accountability.
Accountability can be defined as having the responsibility and authority to act, and fully accept the consequences for the results of those actions.
While it may take time to create a team culture where peers address concerns immediately, directly and respectfully with each other, the investment quickly pays off as you regain lost time and see problems solved both better and faster. Not only that, but research* indicates that holding people accountable for their results has very positive effects: greater accuracy of work, better response to role obligations, more vigilant problem solving, better decision making, more cooperation with co-workers, and higher team satisfaction.
*Why Self-Direction Works: A Review of Herzberg's Concepts.
Here are some ways to help shift your organisation’s focus from finger pointing to mutually figuring out how things should be done differently in the future:
Be explicit
Talk openly, preferably face-to-face, about your expectations of accountability. Be clear about responsibilities, performance standards, deadlines, potential consequences or implications of actions, etc. Also, let new team members know up front that you want and expect them to hold themselves you and others accountable for their actions in the team.
Once upon a time
Use stories of positive examples of team members addressing accountability concerns to leverage the powerful influence of vicarious learning.
Dual carriageway
Earn the trust of your co-workers. This means doing what you say and saying what you mean all the time. Publicly own up to your own mistakes and accept the natural consequences for them.
An apple a day
Identify the skills you think are important for accountability – from handling awkward conversations to asking for help - and take 5-10 minutes in a staff meeting to teach one using real-life scenarios. It may feel a bit “school-school”, but these skills aren’t innate in everyone.
In da house
Performance is key, not intent. Help people follow through on their commitments by regularly checking in on progress by making old business or ongoing projects a regular agenda item and ask people to share their current status, successes, and need for help. And then be supportive. Help people talk about their progress on their commitments, and offer help when they are stuck or unsure. When mistakes or problems occur, focus on what needs to be done next and how to prevent it from happening again.
Bonus
Accountability is not a consequence to be feared, but the engine to personal growth, shared results, and collective success. People who taking ownership of their environment report not just increased productivity, but improved morale and team spirit, as well as a deep sense of self-satisfaction.
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