“Being held accountable is an act of generosity and compassion. It is a gift that someone gives us to correct our wrongs, unlearn, and do better for the sake of our own growth. It might be uncomfortable, but it is worth the discomfort.” – Minaa B.
I just came back from the dentist for a dental crown this morning. The last thing she asked me before I left was if I was flossing. I started by telling her that it is not something I do because my teeth are not well aligned and I have a hard time using the mirror to properly align the floss in my mouth. I also mentioned that I could start using a tool my son was using when he had his braces.
But, at the end of the day, I have no intention to floss and will not floss.
Why did I lie?
I used all of these excuses because I did not want to be judged.
So I came clean with my dentist and told her that I do not floss. Not because of all the reasons I gave her but because I lack the discipline to learn how to do it properly so I gave up trying and will live with the consequences.
She said ok.
What else could have she said?
This is not her decision and she is not forcing me to do it. She is only doing her job and told me that this action will help me down the road.
By not flossing I probably give her more money because I might have cavities (ironically my cavities all started between my teeth where flossing could have helped☹️).
For the brief period when I was trying to find excuses for my actions, I felt wrong and stressed. When I accepted this decision as my own and told my dentist, I felt right and relieved.
It was uncomfortable but I am not a liar so I told the truth. I showed her that I was accountable and owner of this decision and the path it will lead to. I didn’t do it for her but for me. To be truthful and to reach the conclusion that, probably, I am 1800$ poorer today because I did not follow my dentist’s advice.
That is the first part of the answer to the question that is the title of the present article
How do you foster a culture of accountability and ownership within your team?
You are the first person that needs to live by these principles before you could ever ask it from your team members. And you have to stick with it because it is interlinked with the trust and confidence your team has in your capacity to lead them to the finish line. It only takes a few moments when you start blaming others for your team’s performance and actions to lose all the hard work you have done with your collaborators.
For sure, we can agree that not all the actions taken by your team members are directly coming from your decisions.
However, as I always say in my articles, as a leader, you are responsible and accountable for everything, let me say that again, everything that happens within your team.
For self-preservation and also for the sake of your team’s reputation, you do not want to spend too much time having to explain the errors committed by your team members.
Where do you start?
The first step is to have clear roles and responsibilities for every member of your team.
- This clarifies who does what
- It is a good opportunity for you to talk with your employees and understand their challenges within their position
- It is also a good moment to update, if necessary, the list of roles and responsibilities if it has changed
- Ensure that the impact of these changes to other positions is properly documented
The second step is for you to set expectations
- Proper behaviour and respect within the team
- Team dynamics and cooperation
- Proper communication with you and within the team
- Individual performances
- Autonomy
- Basically, you make sure that they understand and accept all the responsibilities linked to their position
- You mention that you will not overlook their work and trust that they know how to properly perform their daily tasks
- When you need to be informed or involved in a situation. You do not need and should not want to be involved in all daily decisions taken within your team (you will not survive a week)
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A good example for this last point was when I started as a supervisor of a quality control laboratory and I was told that I would receive daily calls from the night shifts. For sure, I did not want to be called, daily, at 3AM for minor problems. So, I sat with all the employees and told them that I would always be available to answer their questions. However, before calling me, I expected them to talk with anybody present on the premises and try to find an answer. Down the road, eventually, I promoted an employee per shift to team leader and established that this person would be the only employee allowed to call me. I received two calls, from the night shifts, in the year I was in charge. This is far from daily😀.
When you are present, you want to be informed when delays occur or problems that could not be fixed within the established time. However, when the team members call you or knock on your door, they should know:
- What is the problem or at least tell you what happened?
- What was tried to fix it?
- Whom did they call, within the team, to help
- What is the impact on the output?
- How can this be fixed?
- Do they need my help?
- When will it be resolved?
The third step is to explain impacts of the team’s actions and how you will manage these situations.
- For your team members to be more focused and motivated to properly perform all the tasks under their responsibilities, they have to understand that they are part of a whole and deviations from the normal process may not impact them but it will impact somebody, somewhere. Being a good team player involves caring as much for others’ wellbeing as our own so members of your teams should not want to create problems for others or push the problems forward.
- As the leader, you tell them that you will protect them from outside blames or inquiry and take responsibility for the situation.
- However, they will need to explain to you what happened, what was learned from it and how this will be avoided in the future.
- Remind them of your expectations that they are in charge of their process if they are tempted to find excuses
- Depending on the answers, the level of engagement and the number of occurrences of such mistakes, you will need to take action, including disciplinary measures, to permanently resolve the situation.
The hardest part is always to make sure that the management of every situation is aligned with the expectations you have set for your team. This is where your courage as a manager comes into play and when it is important for you to do what needs to be done. It will help your credibility with your team and will push them to behave the same way with their responsibilities.
Remember that managing is not a popularity contest and that, as mentioned in the quote at the beginning of the article, it will feel uncomfortable to realign the behaviour of employees or take hard decisions. It is part of the job and it is your way to show your team and the management of the company that you own the responsibilities that fall under your position.
At the end of the day, your goal is to show your team that the actions of every member of the group is important for you to reach your goals. By ensuring that everyone knows what is expected of them and they take ownership of these responsibilities, you will reach heights beyond your expectations and your team will be seen as engaged, cooperative and productive.
A Great Win for Everybody 🏆
Need help improving your leadership skills or building a culture of caring leadership? Do not hesitate to contact me. I will be happy to listen to you and provide you with the tools you need for the future.
Always remember: how does your mood impact your performance and overall attitude? Imagine if all your employees or collaborators were happy…
Carl-Michael Tessier
Coach in high-performance team development and tailor-made support
PS: I invite you to watch a short video «Servant Leadership to Help Your Team Reach New Heights»
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