“Without accountability, teamwork breaks down”
The coach does not even need to get involved. Each player knows their job and so do their teammates. If someone fails, they know it and so does everyone else. It is not unusual for someone to apologize to the other team members when they fail to be in their position or a man gets by them.
Have you created enough clarity around roles and specific outcomes for each team member so that they can self-police? It is essential that everyone knows what is expected of them and that this is public knowledge. The more clarity and specificity the better!
When someone fails to achieve their part of the plan, they need to be held accountable and exceptions should be rare. If you create an environment where only some people are held accountable, or goals are only sometimes achieved, then you will not be able to create a championship team.
For the most part, accountability processes and systems already exist within companies; they are just not working properly. Leadership simply does not enforce policy related to tools that were designed to hold others responsible.
For example, the most effective way to hold salespeople accountable is to measure the daily activities that lead to sales. Many companies have experienced tremendous difficulty in enforcing adequate usage of the CRM. In our experience, when it is mandatory, salespeople provide the data, and management monitors and takes appropriate action as a result of the information provided. Failure to do so is causing most companies to miss a lot of opportunities as a result.
I once completed an organizational survey with a company’s top 10 executives in preparation for their annual planning retreat. We found that the CEO commonly provided this team with 25 new initiatives every week, even when the last 25 were barely addressed.
The above situations are not uncommon, and we typically find the following additional issues:
- The CEO was good at understanding what needed to be done but failed to recognize and/or commit the resources required to do it.
- The CEO was failing to prioritize and was making everything appear equally important.
- While the CEO may be a master at time management, his leadership approach was having a negative impact on a subordinate’s ability to manage time well.
- Too often, responsibility and accountability are given without authority to accomplish the work.
- There is not an appropriate dashboard of key metrics to isolate progress in the essential areas of the business.
If any of the above sounds familiar, don’t take it to heart. Just know that there are solutions out there. It would be great if there was a one-size-fits-all solution to the problem of accountability, but each company is unique.
Strengthen your company’s culture by installing the right processes and systems.
- Help your team members create a specific roadmap to success
- Align your incentives with strategic objectives
- Increase focus in the organization around the activities that will have the biggest positive impact
- Communicate your goals and objectives to everyone in the organization
- Ensure that there is not more than one person accountable to any initiative, process, and desired outcome
This part can be the hardest, but you need to take the first step sooner than later. Create an accountability plan for you and your business so that you continue to grow as markets once again begin to rise.
This article was originally written by my friend and fellow business coach, Howard Shore, founder and President of the Activate Group.
Dave Baney is the founder and CEO of 55 Questions, LLC. “ We work with successful top executives with a driving ambition to crush their competition.” We help CEOs and Entrepreneurs improve alignment, communication and accountability throughout their organization. 55Questions.com
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