From a leadership perspective, there’s a real thirst for increasing leadership accountability. Executives have recently asked me various questions that linger over the concept of building team accountability to help them achieve their strategic plans while creating high performing teams:
“How do I build accountability in teams?”
"How do I increase accountability in leadership?"
“What else can I do to get people to do what we need them to do?”
“How can I hold a team member to be held accountable and still be seen as a good leader?”
"How do I balance leadership accountability and personal accountability when building a team?"
"Creating a culture of accountability is hard, how do I provide constructive feedback without being the bad guy?"
Building team accountability requires that we understand a few dynamics because it’s more complicated than we might recognize. It goes beyond the responsibility for the outcomes, which is obviously important, but effective leaders know that they need a culture of accountability in their teams that provide the inputs needed to achieve the expected team performance. Holding people accountable is one of the most important things that a successful leader does, but it is also one of the hardest.