Start-up Sutra #6: Accountability at all levels

While on my way to the Mountains for some R&R - I received a call from one of our oldest clients. "What's happening Greg? Great hearing from you" - I said.

After a bit of catching up, Greg cut to the chase: "we unfortunately are continuing to suffer from poor support as you may be aware" - he stated delicately.

"Not following." I was confused. "I wasn't aware you were experiencing any challenges."

"Really?" Greg questioned. "These issues have been pervasive for months. I was certain you were in the know."

My blood pressure began to rise. "Let me look into this ASAP my friend. Will get back to you shortly." I began to focus on my breath. Breathe in. Breathe out. Repeat.

In Jocko Willink and Leif Babin's best-selling book "Extreme Ownership: How US Navy SEALs Lead and Win," the authors share compelling real-world examples of effective leadership both on the battlefield and its application in the workplace.

In the first chapter, Willink describes a deadly mistake experienced on his command during a SEAL operation in Ramadi. Under his leadership amidst the chaos of battle, one of his soldiers mistakenly kills a "friendly" soldier due to a myriad of issues. Gathering his platoon together to debrief, Jocko asks his team: who is to responsible for this tragedy? After numerous SEALs took responsibility based on their specific contribution to the fatality, Commander Willink identifies the individual ultimately accountable:

There is only one person to blame for this: me.

He continues: "I am the commander. I am responsible for the entire operation. As the senior man, I am responsible for every action that takes place on the battlefield. There is no one to blame but me."

Accountability is important in any organization; however - within a Start-up - it is critical. In a Start-up - much of an organization's culture is defined by the actions of the Founder(s). If the Founder does not hold herself and her team accountable - a culture of blame and "finger pointing" often exists. However - if the Start-up can create an environment of extreme ownership and individual accountability - a strong foundation is laid for success and scale.

In my previous Start-up before Fulfilld - I often vacillated between accountability extremes. On one end - I would take ownership of EVERYTHING due to hubris, impatience, or fear. On the other end - I would take ownership of NOTHING due to systemic corporate structural issues, poor middle management, or inexperience. Both approaches were flawed in retrospect. Only after leadership models accountability - as taught by Navy SEAL Willink - is the company able to build a culture of accountability.

For accountability at all levels is the way to successfully lead a Start-up.

After finishing the call with Greg - I immediately speed-dialed Chris who led our Application Management Services business to better understand my conversation with Greg.

"Yes sir," Chris said in his typical confident soldier-like manner.

"Just got off the phone with Greg man. Sounds like there might be an issue with our AMS. He said this has been going on for a while" - I stated.

"My understanding is these issues were resolved by the Account Manager Jonathon. Regardless - I take full responsibility and will manage this through resolution. I'll get back to you with the action plan and timeline."

"I know you will. Thank you" - I said knowing how lucky and grateful we were to have such a Leader in our company.

"Enjoy you vacation bro." And with that - Chris hung up and immediately sprung into Extreme Ownership accountability mode... his natural state.

If a Start-up is to scale and thrive, it is imperative all organizational levels understand the buck stops with them... from Front Desk to CEO. Failing to understand, implement, and hold a company to this gold standard of extreme ownership can be fatal... one literally capable of destroying one's Start-up.

As always - would love to hear your thoughts/comments and for another Extreme Ownership-inspired Sutra - please check Start-up Sutra #2: Ditch Command and Control. Namaste.

[Disclaimer: I do not remotely profess to embody this sutra (please see my Startup Sutras original post for more background); practice this sutra as much as I should; and/or be any role model. Like all ideals, I strive as much as the next to practice as much as possible.