“The best kind of accountability on a team is peer-to-peer. Peer pressure is more efficient and effective than going to the leader, anonymously complaining and having them stop what they are doing to intervene.”
– Patrick Lencioni (b. 1965), author of the best series of business books you could ever buy…pick one, then read ’em all!
The “A” is for accountability.
When we get it right, accountability runs all day, every day, in all directions in our team and our businesses. Every member of the team ought to be able to hold every other member of the team accountable, regardless of rank, role or tenure. If the person on the factory floor knows that the CEO expects and is ready to walk his or her talk out there on that floor, not only has the rubber hit the road, but we’re cruising at highway speed!
If sales doesn’t see what they need from finance or product, the accountability should be just as intense as it is to the sales pro chasing a number. Not only should every functional team be accountable to every other functional team, every team member ought to be accountable to do a) what they say they’ll do and b) what they’re needed to do.
It’s why getting the second “E” (expectations) right is so important. If everyone knows what’s expected, everyone is marching to the same, and more importantly, the correct drum.
Up and down. Over and across. Accountability that is relentless, in the context of the model, gets us closer to our targets faster.
REELAX — Recruit / Retain the best talent we can possibly afford, create an Environment where success is the most likely outcome, set Expectations that are so clear they cannot be misunderstood and set in place Accountability that runs every direction, all day every day.
That leaves only the “X” factor — tomorrow.
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