Casual Business Meeting

AVOIDANCE OF ACCOUNTABILITY

Teams that avoid accountability often experience missed deadlines, poor performance, and low standards. Team members don’t feel obligated to do their part to complete their project, relying on others to fill in for them, which results in a final product that no one is proud of. On the other hand, teams that are not afraid to hold each other accountable find themselves in an environment of efficiency and productivity, and will be proud of the work they do.

 

How do you keep team members accountable?

 

CHRISTINA MOCKLER

"If there aren't benchmarks by which to gauge whether progress is being made you can't have accountability. So I would say the precursor is how do you know whether or not someone is doing what they're supposed to be doing…  by department, by individual, by organization. Not what are the long term goals? Because those are too hard to manage. I mean, goals take five years to reach. So you have to have interim benchmarks or measurable outcomes. If you have those then you can keep people accountable."

How would you prevent the violation of trust as you're drawing the line between blame and accountability? How can you transition between blaming other members of a team, while at the same time encouraging accountability?

 

CHRISTINA MOCKLER

"You don't navigate between claim and accountability. Blame has no place. Blame shames people. Blame zaps peoples motivation. As a leader, I have to look at it as what can I do to help you make your benchmarks? Did we design the program wrong? Do you not have enough resources? Have I not explained well enough what I need from you? I never use blame."

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