Do you see negative behaviors within your team that you aren’t voicing? What’s stopping you?
It’s not uncommon to avoid the confrontation of holding others accountable.
After all, it’s uncomfortable.
Even in the safest of environments, it feels risky.
It might actually BE risky.
But, here’s the rub: when you don’t communicate, that avoidance impacts the whole team. And you.
For example, avoiding holding others accountable may mean: deadlines slip, quality of work suffers, decision-makers are not well-informed, momentum slows, and unnecessary churn. In short, the team does not produce its best work and you are inadvertently enabling low standards.
If you are leading a team,
Consider how to create a culture that feels safe enough for people to address things directly—even with you.
Encourage the whole team to see itself as a collective accountability mechanism. Help them understand that when they don’t hold each other accountable, everyone suffers. And, the work suffers.
Explain that candor is a form of respect. It says, “I believe you are capable of and desire to be your best self.”
Be clear about goals, deadlines, and expectations.
Reward the whole team when you notice shared accountability in action.
Most importantly, model accountability yourself. Own it when you falter. Invite feedback regularly. And be lovingly direct when you see others not holding themselves up to the right standards.
And here’s the thing:
It’s amazing how unaware people are of the impact of their own behavior on others.
Sometimes, they just need to be made aware.
Helping them see that more clearly, so they can step into their own potential fully, is a gift.
What might you do next to cultivate more shared accountability?