How can team accountability drive success in Team Leadership?

I believe it is so important to create the culture in the beginning. Resistance to change is always an obstacle but can be easily adapted. Thus there is a need to start with change agents who can help. Those whom you can easily make a buy in with. A next step is to start with a focus group applying all techniques of strategic and performance management. The success of the focus group would encourage others to participate without even asking them as they were observing from the beginning through the communication channels you created. If scenario here is so important as you want the model to succeed, thus in case of any issues, it is within the focus group and you can easily adjust not within the whole organisation that might lead to loss

We end every single meeting with a simple question: “Who will do what by when?“. And as a little reminder above the door handle leaving every meeting room is a decal WWDWBW as a reminder. Clarity. Accountability. Simplicity. It works!

La responsabilidad del equipo y su liderazgo, pasa porque haya "confianza" entre sus miembros. Si no hay la suficiente confianza, la gente no se atreverá a decir que piensa, a retarse unos a otros, a pedirse explicaciones mutuamente. Los miembros del equipo en los que no hay confianza, se evitan los conflictos. Prefieren salvaguardar las relaciones, con una falsa tranquilidad que no es tal. Así pues, el secreto está en trabajar la confianza, para generar un espacio donde la gente no evite el conflicto y hable abiertamente. Es desde el conflicto "productivo", donde las personas se pueden comprometer con las decisiones que se tomen como equipo, porque han podido expresarse. Y desde ahí, asumir responsabilidades por y para el equipo!

Team accountability means collective accountability (ownership) from every member of the team. Every member in a team must have the ability to look beyond what's in their plate as only that attitude can help an organization avoid things fall through cracks. More the accountability from everyone, tighter the team surface and lesser the chances of things getting missed out. Inspirational videos on team accountability can be used by leaders to show what a remarkable difference accountability can bring to an org. Accountability is nothing but feeling as if it's your own organization. If you were to own an org how would you behave, that's what is accountability in a nutshell. Own actions & results. Accountability can be improved over time.

I think that what is key to effecting change is the alignment of interest. You need to get your team to see that success will be good for the enterprise, the team and for them as well. They need to be made part of that success. Accountability will flow naturally once they know that there is something in it for them and for the team and company. Everyone wants to feel valued and everyone seeks recognition.

Quando se fala em reuni?o de feedback, o que vem a sua mente? Algumas pessoas podem pensar: mais uma reuni?o chata, cheia de acusa??es e criticas. Entretanto, o feedback deveria ser um presente dado com generosidade e leveza. O ideal é que seja cultural, para que haja sempre a valoriza??o do profissional e a oportunidade de melhoria. Mas n?o pode ser t?o presente a ponto de gerar a press?o da avalia??o todos os dias. Sabemos que somos avaliados constantemente, assim ter reuni?es formais sobre isso todos os dias pode gerar o efeito contrário, ao invés de construir, pode gerar o descrédito. Mas inegavelmente é uma ferramenta que se bem utilizada reconhece o profissional, melhoras suas habilidades, fortalece os profissionais e as equipes.

I am known as someone who provides honest feedback and appreciate honest feedback back. Why I do that? Because if you work with me, I assume you are a person who like to constantly improve, and to improve, you must get honest feedback. Respect your colleagues and lead by example, and all feedback will be well-received.

In my experience, the majority of people and teams are accepting. People will challenge that feedback if it’s not delivered in the right structure or setting, and is timely. Anyone can provide feedback, everyone does in one way or another yet it’s a skill many choose to ignore. Delivered incorrectly, and leaders create a culture of defensiveness and low morale. Delivered well, and you can motivate your team to want to improve and actively seek feedback on their performance.

My recommendation (not always easy) based on personal experience: put yourself on others′ feet: 1. Take into consideration others′ personal caractheristics and convey the most empathetic and approachable message. 2. Adapt yourself to whoever you have in front of you: adapt both the content and the way of conveying the message 3. Convince and atract your team members accepting and recognizing their unique characters 4. Provide positive feedback as it is considered a high motivation for employees. There is always something positive to convey to workers

Instant Feedback: 1. An Instant positive feedback will motivate your teammates and raise their confidence and energy levels. 2. An Instant Improvement feedback will lead to a healthy discussion and an Improved understanding, this will also help in course correction and will avoid delays and wastage. 3. An Instant disagreement feedback will help you bring the team together for a debate and help you understand their perspective and share your share of vision to avoid misunderstanding and come to a common ground that helps the goal However, while giving feedback number 2, be compassionate, exchange courtesies, talk about their work-life balance, gradually build up to the point. A feedback served chilled is of no point.

Peer feedback is invaluable. I've experienced a "speed-feedback" session, akin to speed dating, where each team member both gives and receives feedback from another member within a concise two-minute window. That benefits the whole team and break ice between the members.

Developing performance standards and talking to the concerned stakeholders with transparency and empathy. Moreover, responsibilities have to be linked with the potential gains for the organization as well as the individuals and teams. It is also important to engage with the team members and the leaders should ensure that an open two-way communication channel is in place.

Con todos mis colaboradores dejo claras las responsabilidades de cada uno. Me he dado cuenta que es necesario al comienzo de un proyecto fijar responsables de las acciones. Facilita el funcionamiento y garantiza la calidad y el esfuerzo

Team with common vision and understanding of it becomes easily a team that shares and discuss how to best achieve goals and resolve issues that they see ahead. Peer review/feedback and generally open discussions are extremely important not just as process but as something built in to culture of the team. In order to achieve this team first has to feel safe, to make mistake, to try things to ask questions... without safety and acceptance from each person in the team it cannot work.

We added peer review presentations for our design meetings and feature design sprints. It helps the team present their designs to other members (artist, engineers, designers, etc) this helps with visibility and makes it that when presented for final approval the design had at least one pass in front of other team members. In my experience this has help accountability and increased ownership of the features.

Resolving conflict is essential, as unresolved disputes can adversely affect the business. However, conflict resolution is a delicate process that requires fair and transparent dealings with all parties involved. AS leaders we need to explain to both parties our beliefs and why we are opting for a certain solution to solve the conflict. That is part of being fair and transparent.

Resolver todos los conflictos en un equipo es fundamental, siempre desde la transparencia y abordándolos de forma directa. El problema surge cuando las personas que se supone que deben estar para resolver son precisamente quienes los generan y entonces todo se complica aún más. Es muy habitual encontrarse con personas que van dejando mensajes en un lado y en otro con el “me dijeron que” llevando a diferentes personas a un enfrentamiento. Lo que normalmente funciona es actuar de forma directa, con preguntas directas y concisas y teniendo presentes a la vez a las diferentes partes.

I prefer giving open and transparent feedback to someone with accountability issues. However, before directly providing feedback, it is essential to understand the real issue and discuss if there is any support required from leaders

Addressing accountability issues is essential for fostering a high-performing team, building trust, and achieving organizational success. It sets the foundation for learning from our mistakes and ensures that everyone is working towards common goals with a sense of responsibility and commitment.

It’s critical to nip these in the bud when they are spotted. feedback following something that could be a performance concern should be given quickly after the event so that the issue is fresh and learnings can be taken on board quickly. Never leave a situation to drift as then raising it once it’s become ‘the norm’ is much trickier territory to navigate for both parties.

En mi experiencia, el uso de herramientas como objetivos SMART ha demostrado ser altamente efectivo. Estos objetivos son específicos, medibles, alcanzables, relevantes y con plazos definidos. Cuando los equipos trabajan con objetivos SMART, tienen una dirección clara y resultados tangibles que pueden monitorear, lo que aumenta su sentido de responsabilidad y logro. Además, la estrategia de delegación es fundamental para el desarrollo del equipo. Al asignar tareas y responsabilidades adecuadas a cada miembro según sus habilidades y fortalezas, se empodera a los individuos y se fomenta la responsabilidad personal.

I'm not really a fan of formal "accountability tools" and normally reserve these for team development instead, where a goal set through a framework would eventually lead to a positive for the team member and the business rather than a box-ticking exercise where it looks like surveillance or simply putting out fires. Instead, incorporated accountability in your daily practice and start with yourself.

Project and perfomance management tools are useful, but a big issue that impacts accountability is when people find it difficult and/or avoid having difficult conversations with others. This might be feedback, but there are lots of types of difficult conversations. Knowing your preferred styles of dealing with conflict, and that of your team members, can help you prepare. For example the Thomas Kilman Conflict Instrument. There a five styles and each one is useful in certain types of situations. None are perfect all of the time and none should be avoided at all costs either. The true skill is being able to choose which style to use, in a given situation in the moment.

Uma ótima ferramenta que eu acho bastante importante e eficiente e a avalia??o de competências , que visa avaliar as competências de cada colaborador, aproveitando para avaliar o comportamento o espírito de equipe e colaborativo, senso se urgência, iniciativa e também a quest?o de relacionamento com os demais colegas do grupo, além de ter a experiência de receber feedback diretamente do seu líder ou do RH a fim de sinalizar e propor melhorias observando os pontos positivos e a melhor de cada colaborador.

Tools like MS-project, MIS, agile technology, ERP, SAP, Project scheduler or any other is useful only it is followed like oxygen for living. It helps showcasing the accountability and ownership to guidance team members before hands to succeed the work timely.

In my experience, your team is a reflection of your leadership. To build accountability culture, you must put yourself accountable first. Charity begins at home. Introduce a collaborative culture, ignite passion, hunger for growth, encourage creativity, delegate effectively and foster inclusive culture. I have witnessed teams who are passionate about achieving their goals are open to feedback & criticism. Your best players would want to do better, take ownership of their work and responsibility of their actions. Accountability is an act which thrives under a good leadership.

Einstein's quote says:"Insanity is doing the same thing over and over and expecting different results". I think a leader must be creative and flexible enough to find different solutions under different circumstances. Learn from the mistakes, be ready to change his/her course to reach to goals successfully. One point which I value a lot in a leader is "Authenticity". Authentic leaders are the ones who also contribute to the company culture and who stay in mind once the employee leaves the company.

El objetivo solo es posible en unión con el equipo, para eso - Ha de ser conocido - No vale tener solo talento, hay que utilizarlo de la mejor manera. - Sacar brillo a lo que tenemos y compartirlo, ponernos al servicio de los demás y buscando esa responsabilidad individual y conjunta. El impacto de cómo lo hagas va a determinar la confianza y el compromiso. Necesario desplegar alas y crear la creencia, importante mostrar la ruta y apoyar. Que sepan que cada uno es clave, el mejor (tu apoyo) y el que puede mejorar. Debemos buscar que todos logren el nivel, ahí nace el poder del equipo, y ahí nace la responsabilidad. Importante generar esa cultura y reconocer.

In the world of business,it's essential for leaders to remember that their teams are made up of people, not just productivity machines. Setting sky high goals might seem inspiring, but it can actually leave your team feeling deflated and stressed. Thus, it's all about finding that sweet spot goals that stretch their abilities without snapping their spirits. Think of it in a way to aim for targets that are challenging yet achievable, because you're not just hitting numbers, you're building a team that's confident and continuously learning. Imagine the difference; a team that meets a realistic goal feels a shared sense of triumph, boosting morale and bonding, while an impossible target could leave everyone feeling defeated and disconnected.

The only way a leader can truly understand what's going on with the team is by asking questions and actively listening to their responses. In my experience, I have observed leaders who pretend to listen, already having answers in their minds. Connecting with your team requires genuine engagement. Leadership is about influencing and inspiring others, and people want to be heard. As a leader, attentive listening is one of the best ways to earn your team's respect.