Accountability is essential for any team, but especially for case managers who work with complex and vulnerable clients. Accountability means taking responsibility for your actions, following through on your commitments, and delivering quality results. But how can you build accountability in your team, and foster a culture of trust and collaboration? Here are some tips to help you.
The first step to building accountability is to set clear and realistic expectations for your team members. This means defining the goals, roles, tasks, deadlines, and standards for each case and project. You also need to communicate these expectations clearly and consistently, and provide feedback and support along the way. By setting clear expectations, you help your team understand what is expected of them, and how they can measure their progress and performance.
Clearly define and communicate the objectives, roles, tasks, and standards. Ensure every team member understands their responsibilities and the criteria for success. Regularly discuss these expectations and make any necessary adjustments based on feedback and changing circumstances.
Creating a culture of trust - trust in management, trust in the mission, trust in the team, trust in oneself - is the foundation of accountability within an organization. Plenty of other factors must also be present to help team members trust themselves, which leads to accountability. When employees feel there is room to improvise and innovate they will take more ownership over their work. Encouraging autonomy within an organization is often difficult for some leaders, but hiring smart people with integrity will give management the confidence to let employees take their work to highest level possible. And when the feedback is consistent and constructive, employees will trust that they always have supportive leadership to help guide.
I think accountability and culture are intertwined- an individual needs to believe that they can come forward with a challenge and not feel shamed, blamed and have their career progression and evaluation impacted, a manager and the organisation need to ensure a learning culture that encourages reflection, collaboration and growth within an environment that acknowledges nobody can know everything all of the time when working in human services. I have found a within and between perspective is always helpful.
As a Supervisor and more importantly as a team player accountability is very important when working on a team. I always ensure my direct reports know I’m not perfect and I am not void of making mistakes. As a result, I want my team to also be accountable for their highs and lows. I promote viewing lows and using them as a learning tool because we all have them. The ability to take accountability inspires direct reports and helps build a culture of trust and responsibility.
In my experience as a supervisor, I find that it is important to meet with your team on a regular basis as well as the team members individually to ensure that everyone understands the expectations. Also assure that the team members have clarity, and are able to state their understanding of expectations back to you as the team leader, supervisor or director.
The second step to building accountability is to encourage ownership among your team members. Ownership means giving your team the autonomy and authority to make decisions, solve problems, and take initiative. You also need to trust your team to do their work, and avoid micromanaging or interfering. By encouraging ownership, you help your team feel empowered, motivated, and confident in their abilities.
Foster a sense of ownership by allowing team members to take charge of tasks and decisions relevant to their roles. Provide the necessary resources and autonomy, while maintaining open lines of communication for guidance and support. Ownership enhances motivation and commitment to deliver quality work.
In my experience a team that is encouraged to have self governance, has been most productive and takes ownership of duties and responsibilities assigned. Often they are more bought in and accountable to the mission of the organization.
In my experience, autonomy to make decisions and solve problems, is critical for team members to feel ownership. Otherwise they may be reluctant to take initiative and problem solve independently.
Have open discussions with your teams on where things can be improved and then encourage them to build out plans from start to finish to showcase their viability. No one likes working in dictatorial environments and even the best of workplaces can always use improvement. Having employees be an active part of that improvement puts their skin in the game which makes everyone more invested in the companies growth.
Allowing your team members the autonomy and the space to be creative will encourage growth as an organization, individual growth among your team, members, foster trust, and a willingness to take on future projects. Demonstrating to your team that you trust their capabilities in completing projects, and providing them with the tools and support that they require, will promote a more positively motivating work environment with higher team engagement and a "can do" attitude.
The third step to building accountability is to provide recognition for your team members. Recognition means acknowledging and appreciating your team's efforts, achievements, and contributions. You also need to celebrate your team's successes, and share positive feedback and testimonials from clients and stakeholders. By providing recognition, you help your team feel valued, respected, and rewarded.
Acknowledge individual and team accomplishments. Recognizing efforts and achievements, big or small, reinforces positive behaviors and outcomes. Publicly and privately celebrate successes to motivate the team and individual members to continue their excellent work.
In FCA, we use KTVs, Keys to Victory, and track a few metrics that measure activity, effort and success. We also make a big deal about victories/wins. Our team meetings always begin with victories.
Providing recognition is important because who doesn't like to feel valued? Tip for employers: Do this without being asked!!! Unfortunately, in the mental health field, most of the incredible individuals serving our community resist being formally recognized for the work they do. It's because the motivation truly comes from the heart and from a place of love and it can feel cheapening and like the work is being done for accolades. It's like the person that helps someone but video tapes it for everyone to see "what a good person" they are. That's why it is important for leadership to prioritize appreciation initiatives and not to ask their staff if they want to be appreciated. Just do it. Make it a standard.
Celebrate your team members and look for the greatness in their accomplishments, both personal and organizational. Everyone needs to hear and feel that they are genuinely appreciated and recognized for their efforts. Be praise specific when celebrating your team as this positively reinforces the behavior that you wish to continue to see displayed within your team.
BRINDAR RECONOCIMIENTO es un factor de primer orden para lograr que las personas se impliquen al máximo en su trabajo, que se pongan la camiseta de su Equipo. Hay que hacerlo pública y sinceramente, y es el ingrediente que no tiene coste material pero que mayores beneficios aporta, por su potencial motivador en las personas, el aumento de la cohesión grupal y la consecuente repercusión en el aumento de la productividad.
The fourth step to building accountability is to address issues that arise in your team. Issues can be related to performance, behavior, communication, or conflict. You need to address these issues promptly, respectfully, and constructively. You also need to listen to your team's concerns, and involve them in finding solutions. By addressing issues, you help your team learn from their mistakes, improve their skills, and resolve their differences.
Confront performance or behavioral issues directly and constructively. Encourage an environment where feedback is welcome and acted upon. Addressing issues promptly prevents them from escalating and helps maintain a positive team dynamic.
Regular meetings are a great way to provide feedback to your team members about issues that arise in the workplace. Additionally, such meetings can be presented as an opportunity for team members to have a space to share their own feedback or problems that they face, which could lead to solutions coming up faster. Consistency is key - ensuring that weekly or monthly meetings take place no matter what is a great way to instill that guaranteed opportunity for productive conversations to take place, and save a lot of back & forth during the week/month since all participants are given the allotted time to present their concerns & perspectives during the meeting itself.
Regular meetings, deliverables, tentative and hard deadlines with consequences according to lateness. Plus inculcating team bonding
Identify and address communication breakdowns by establishing regular check-ins. Resolve lack of progress issues through thorough assessments and adjustments to the care plan. Ensure ongoing alignment with the client's evolving preferences by regular reassessment and adaptation of interventions. Combat caregiver burnout with support resources and encouraging caregiver rotation. Improve documentation through standardized systems and regular training. Enhance preparedness by developing and updating an emergency plan.
Building a team where people feel comfortable openly holding themselves accountable for mistakes is probably the hardest thing any manager or business owner can do. The way it starts is by taking ownership of your own failures when they come up and show how failures are learning opportunities rather than a point of shame. Secondly, showing support and encouragement goes a long way in getting team members comfortable in both receiving constructive criticism and proactively admitting and addressing mistakes rather than having them linger until they become far larger issues for the organization.
The fifth step to building accountability is to model accountability yourself. This means leading by example, and demonstrating the behaviors and attitudes that you expect from your team. You also need to be transparent, honest, and ethical in your work, and admit when you are wrong or need help. By modeling accountability, you help your team trust you, respect you, and follow you.
Lead by example. Exhibit the accountability you wish to see in your team. Show commitment to your responsibilities, own up to mistakes, and demonstrate how to effectively address challenges. Your behavior sets the tone for the team's culture and expectations.
MODELAR la responsabilidad mostrando un comportamiento ejemplar. No sólo hay que ser buen líder sino además parecerlo. Predicar con el ejemplo, mostrar siempre un carácter abierto y un comportamiento hacia el aprendizaje y la mejora personal y profesional. Ser honesto, justo y confiable. Alguien al que se puede recurrir, y siempre en modo de apoyo al resto del Equipo, a todos y cada uno por igual sin hacer distinciones.
I couldn’t agree more that it’s important got the entire team to feel that the group be cohesive and learn to succeed together but also that those successes are a team effort
The sixth step to building accountability is to review and reflect on your team's performance and outcomes. This means collecting and analyzing data, feedback, and evidence on your team's work, and comparing them to your expectations and standards. You also need to involve your team in the review and reflection process, and ask them to self-assess and peer-assess their work. By reviewing and reflecting, you help your team identify their strengths, weaknesses, opportunities, and challenges, and plan for improvement and growth.
Regularly review team and individual performances against the set expectations. Use these reviews as opportunities for learning and growth, not just evaluation. Encourage self-assessment and peer feedback to promote a reflective practice within the team. This process helps identify areas for improvement and development opportunities.
CONOCER muy bien a tu equipo es fundamental para saber los puntos fuertes y débiles de cada miembro, y a partir de ahí evaluar el rendimiento global teniendo en cuenta las características individuales. Si bien, esto no dejará de ser una evaluación subjetiva. Deben existir herramientas objetivas de evaluación y autoevaluación que ayuden al equipo a identificar sus debilidades y fortalezas, y que coadyuven hacia la autocrítica individual y grupal.
One way that team leaders can audit and improve accountability of team members as individuals or as a group is to hold weekly meetings where: 1) Each member’s assigned tasks or a team’s obligations are summarized, agreed upon, and recorded in the minutes at the end of the meeting. 2) At the top of the next meeting, progress towards these tasks is discussed and documented.
Communication and transparency, Encourage open and transparent communication within the team. Regularly communicate progress, challenges, and obstacles. Provide feedback and updates to keep everyone informed. This helps identify areas where individual members may need support, and allows for collaboration to overcome obstacles together.
Create a foundational safe-space where team members know that it’s okay to share their feelings, thoughts, or ideas without fear of embarrassment, retaliation, or negativity. Safe spaces typically foster truth and respect which could inspire positive communication, accountability, and positive feedback (reception and sharing).