By Sondra Calhoun
Accountability is nothing more than "giving account". It can be sharing positive results or less than stellar results. Either way, it is owning what led to the results and either pivoting or continuing the success. Great leaders create a healthy culture where everyone is transparent and able to give account without fear of shame. Of course, it starts with senior leaders.
Many of the requests we receive are for help in creating a Culture of Accountability. As organizations are having to do more with less since the Great Resignation, there is a critical need for maximizing the performance of their leaders and their teams. The fine line between getting the most out of your people and burning them out is very fine. The good news is that some of the changes we are seeing in expectations for when and where work gets done, as well as how many hours we should commit to work are helping employers and employees find their most productive self. What’s great about finding this optimization is the fact that it is sustainable and not a blip of productivity that will eventually nosedive.
Let’s get back to the idea of creating a culture of accountability. It starts with developing a First Team mindset at the executive level. Having a First Team mindset means prioritizing your peers instead of the people reporting to you. Another way of saying it is viewing your horizontal team as your #1 team rather than your downline as your First Team. This concept has been studied and proposed by author Patrick Lencioni and presented in many of his books. Most executive teams we work with find this concept challenging and flowing against traditional thinking and behavior. However, teams that make this their operational mantra find that it creates more accountability, support, focus, and success by keeping mutual standards and expectations aligned at the top which in turn strengthens the executive team. This model then transfers down each of the leader's vertical teams. You may still be doubting how the First Team mindset creates a more accountable structure, so here are some questions for you to talk to your team about... 1. How does having a First Team mindset change the way decisions are made and executed? 2. What are the dynamics that will be strengthened and what are some of the challenges that will arise with a First Team perspective? 3. What should this team own in order to create a more accountable culture?
If an executive team operates as a First Team, the decisions it wrestles with, and the answers generated are truly focused on the overall success of the organization and not one or two departments. The executive leaders recognize and own that some decisions may appear to negatively affect their vertical teams in the moment but are necessary for the success of the greater organization and the long-term success of every team. Resources as shared more willingly, temporary sacrifices are wholly supported, and singular rallying cries are heard across the organization.
An interesting phenomenon that occurs with a First Team mindset is that employees feel more confident and trusting of the leadership team. They see how the team trusts its members, passionately debates what is best for the company, puts the success of the organization above any personal wins, and completely supports the decisions that are made. The security that creates for all employees frees them up to go “all in” and better understand the part they play in the performance of the organization. There is comfort and peace in seeing your executive team work synergistically as a united front.
For an executive team to operate as a First Team, they must together own the decisions that are made as a team whether successful or not. They must continually strive for open and accurate communication through all channels to all stakeholders. It is critical that the first team present a united front and allow their vertical team leaders the authority and accountability to deliver on the execution of the strategic decisions they make. Expectations must be clear, communication frequent and even redundant, recognition of wins loud, and learning through mistakes celebrated.