How can you ensure accountability in your team?

Communicate clear expectations and goals to your team members. Provide detailed outlines of roles, responsibilities, and project objectives. This strategic clarity ensures that everyone understands their individual contributions to the team's success, fostering a sense of accountability.

It starts with yourself, as a leader. Lead by example and hold yourself accountable first. As leaders we should create conditions in which people make their best contributions because it helps to improve accountability. The connections between leaders and team deepen. The quality of feedback and learning process increases. It’s also important to create a culture where mistakes are shared and talked about openly and accepted. Because it creates a kind of growth mindset with accountability – to learn from mistakes, is also a form of accountability.

O melhor caminho, na minha opini?o, é dando autonomia nas decis?es que n?o requerem a supervis?o direta de você como gestor. A responsabilidade vem com a confian?a, com a aposta e a percep??o de que você acredita no profissional e na sua capacidade de entrega.

I think teams should develop accountability incrementally, starting with A-Z delivery for a specific component and expanding responsibilities over time. The "fail fast, learn fast" approach fosters ownership and motivation for quick adaptation, learning from failures and contributing to overall organizational success

Forget SMART goals, feedback, or regular check-ins. Accountability does not exist without responsibility. And responsibility implies that people own their work. And for this to happen they must have the appropriate resources (physical, information, skills and work context). Only after ensuring that people control their own work can you think about accountability.

Accountability needs to not just be directed and tracked, but modeled and demonstrated. It starts with the leadership. Laying out protocols, processes and evaluation criteria is bound to fall flat if those directing and calling for accountability don't become the most sterling examples and speak to their actions, successes and failures to inspire and encourage their teams to do so.

Monthly I have my team do self-assessments. By doing this, they must self-reflect, and then make adjustments. When their perspective doesn't match the reality of what was monitored and measured, then I provide my feedback. In addition to my feedback, I offer tools to strengthen them in those areas.

One way to build team confidence and individual accountability is to break down goals to quarterly benchmarks that track progress in meeting them. For example, a $1 million sales goal might be broken down to $100k in quarter 1, $250k in quarter 2 and the balance in quarter 3 and 4, so that the goal itself is aligned with the seasonality of the sales cycle. Sharing progress against these milestone benchmarks with team members is a critical way of both building accountability and engaging team members in supporting each other in goal achievement for the organization.

Les modalités de reconnaissance varient selon chacun et chacune. Certains n’apprécient pas par exemple d’être publiquement félicités et cela peut se révéler contreproductif. Il vaut mieux évaluer avec chacune et chacun les modalités de reconnaissance les plus pertinentes.

To foster a genuine culture of accountability within the team, it is essential to regularly provide constructive feedback and recognize the contributions of team members. Encouraging the exchange of feedback among members and diversifying communication channels, such as online meetings, emails, online discussions, and gamification, are key practices to reinforce this culture of accountability and collective success.

Accountability is closely tied to responsibility. As a manager, it's essential to clearly define team roles, set specific goals, and communicate them proactively. Open communication and feedback between the manager and team members foster a supportive team culture. Celebrating team successes and recognising achievements with rewards motivates individuals to take ownership of their roles and be accountable for their responsibilities.

I'm a huge proponent of blameless problem solving. I operate on the assumption that people usually try their best, but sometimes the system or process lets us down. When problem solving, start with the process. What went wrong? How can we fix it? What did we learn? Did we document it? Once people get used to this style of problem-solving, they'll be more open and trusting, because they know they won't be blamed for things that were outside their control. As a result, you'll get better information about issues (maybe even before everything is on fire).

-Avoid overlooking challenges like missed deadlines, conflicts, or misunderstandings, as these can erode trust and team morale. -Tackle issues promptly, respectfully, and collaboratively, employing a problem-solving method that includes active listening, empathy, clarification, and resolution. -Hold team members accountable for their actions and apply consequences or corrective measures when necessary. -This proactive approach not only strengthens accountability but also fosters a culture of open communication and continuous improvement within the team.

1. Build On Strenghts / Current Best Practices. 2. As Individuals and Teams, Encourage "Out Of The Box" Thinking 3. See Out "Best Practices" From Non-Compering Organizational Leaders / Experts / Thought Leaders On Topic Specific Challenges By Requesting Informational Interviews Via LinkedIn. 4. Share The Results of Informational interviews/Outside Research Results With The Team. 5. invite Each Team Member To Offer 3 Possible Solutions and List Them All. 6. Vote On and Select The Best Possible Solution To Each Specific Challenge. 7. incubate/ Implement / Track and Monitor Results 8. Establish New "Best Practices"

In order to truly assume responsibility, people need, first of all, psychological safety. Psychological safety will ensure that they will be able to speak up openly, they will be able to ask for support where they lack expertise, they will work with the objective of finding the best solution and not with the fear of failure and punishment. They also need a clear "Why". Why are we doing this, what is the objective, what is my purpose, my role, how can we do it better. They need directions and coaching, clarity and recognition and find their place in the big puzzle.

Learning and development are key to employee motivation, and yet so many companies do not prioritize it. That said, learning and development can also come from allowing team members to own their projects. By having teammates operate independently, they will learn far more than when being micromanaged, which in turn will increase their accountability and probability of success.

Being a life-long learner is critical to advancing careers and contributing to the good of society, both inside and outside work. When it comes to learning opportunities at the enterprise level, it’s critical to offer opportunities to bring everyone along on the journey at hand. Benchmarking skills across functions exposes gaps which need to be answered with outside speakers and learning opportunities. This not only advances individual learning but also enables the ability to hold team members appropriately accountable since they will all have a similar knowledge base.

Encourage continuous learning through training programs, provide resources for skill development, and foster a culture where team members share insights and lessons learned. Foster accountability by aligning individual development goals with team objectives, regularly assessing progress, and offering constructive feedback to promote a culture of continuous improvement.

My experience has shown that when my personal objectives support the overall objectives of the team or project, they have the greatest influence. It might be challenging, as an individual contributor, to put the development of a particular skill set ahead of the organization's overall expansion. As a result, professional development on tours is occasionally hampered by costs. I've found that when team and individual growth are in sync, I usually do superior work.

?Pobre el alumno que no aventaja en nada a su maestro! Soy un convencido de que aprendí mucho de los grandes líderes que me inspiraron durante mi carrera. De ellos intenté tomar y replicar aquellas virtudes que más les admiro. También aprendí de los otros, aquellos que me ense?aron todo lo que no quería hacer ni ser. Ser oportuno no es ser oportunista, aunque muchas veces las personas tendemos confundir ambos adjetivos. Una pregunta que con frecuencia me interpela es: ?esta situación, desafío o adversidad; qué oportunidad me/nos presenta? Por qué sin aprendizaje el tránsito por los equipos y las organizaciones se traduce al mero transcurrir del tiempo.

Definitely model accountability. Lead by example and hold yourself accountable first. Set and communicate clear goals and expectations. Maintain regular communications, for opportunity for check-ins, feedback. To identify where any additional support or obstacle removal may be needed. But really empower your teams, to make decisions and trust them to handle their own work.

I’ve found the biggest blocker to people taking accountability, is to ensure there’s no blame culture, and enforce and continue to reiterate that mistakes happen, it’s normal but that speaking up early and addressing the issue is far better than any attempt to hide it. I’ve successfully managed to turn this blame culture around once before in a retail store. I started to work on it at the last startup I was at, which involved getting the leadership team on board first. They used phrases like “tell me what it is you ‘actually’ do all day” it felt like an episode of survivor, we attempted to workshop through the toxic culture there. It was very ingrained there so very hard to change without some personnel changes sadly.

Demonstrating accountability as a leader involves more than just admitting mistakes; it also means fostering an environment where team members feel encouraged to do the same. This can be achieved through: 1. Establishing explicit expectations and minimizing ambiguity. 2. Avoiding blame or harsh communication regarding errors. 3. Cultivating a growth mindset that normalizes learning from mistakes. For ourselves, maintaining consistent positive behavior, presenting solutions alongside problems, and motivating the team to repeatedly venture out of their comfort zones is crucial.

Accountability starts with an agreement on goals and objectives. Without an agreed to target, any measurement will lead to conflict. If goals are not met, remind the individual of the agreement, then work together to find out why there was a miss.

One of the things we encourage our team members to do is “fail well.” Mistakes become ok, as long as we learn from them. This provides an environment where people feel comfortable thinking outside of the box and offering innovative thinking.

Food For Thought: "Sharing authentic appreciation and celebrating success often costs little to nothing. However, it is the most valuable gift to give talented, advancing, forward thinking individuals and organizational teams." Rick Forgay

Recognizing and celebrating success is easy, appreciate someone doing a good job as well, but I find most useful also taking a moment to go through what went wrong - no scolding or anything, as easily and if possible with humor - in the spirit of f*ck up nights, go through what went wrong, even exaggerating the situation - figuring out what could have gone even more south. And then do the drill of brainstorming how these situations could be prevented, put it in written and include in a next plan.

The best way to build culture is to STOP at the end of a big project, reflect on its success and all the people who made it happen. Too often, corporate culture demands folks tackle a new project before reflecting on the last one.

Ensuring accountability involves an ongoing commitment to reviewing and celebrating achievements throughout the project's lifecycle. Continuous acknowledgment of milestones not only boosts team morale but also reinforces a culture of accountability. By celebrating successes, no matter how incremental, the team remains motivated and engaged. This positive reinforcement not only marks progress but also serves as a reminder of collective accomplishments, fostering a sense of shared responsibility. Importantly, this celebration should be woven into the project's fabric, ensuring that recognition becomes a continuous thread rather than a sporadic event, ultimately contributing to sustained accountability and project success.

Measuring and celebrating your team performance and achievements is not only a way to recognize and reward your team members, but also a way to motivate and inspire them to keep up the good work and improve their skills.

Et surtout faire confiance. La confiance est la base de la responsabilisation. En montrant que vous avez confiance en votre équipe, vous les encouragez à prendre des initiatives, à être autonomes et à se sentir responsables de leurs actions. Cela renforce également les relations et favorise un climat de travail positif.

To ensure accountability in a team, every member of the team must be empowered to make decisions, delegate tasks, follow through with others, gain knowledge and competencies.? Creating systems for team accountability ensures a feeling of fair treatment and a nonjudgemental atmosphere. It has to be an atmosphere where the leadership really lead by example and hold themselves also accountable in the first place. Then set team goals and work on constructive twoway feedbacks. Using an accountability framework to keep track of commitments and hold every team member accountable including self.

As the saying goes, “We never fail, we only learn. Fear is the greatest impediment to creativity, new ideas, new approaches. As leaders we must be authentic in our adoption of that mindset, and work hard to inspire and instill the importance of passionate curiosity.

Something I had to learn to do was to hold back and not jump into offering solutions when presented with problems/challenges. By encouraging people to work out their own solutions through coaching and guiding you empower them to take control and therefore accountability.

As good and necessary as all the advice above is…there’s something else to keep in mind as you try to create an environment where everyone is held to a similar standard of accountability. That’s the importance of creating a culture of trust where everyone can succeed and win together. Where planning and aligning on a set a goals across a function can also create a culture where asking for help is expected and teamwork across functions is prioritized over siloed thinking.