Team accountability is not as hard as you may think.
Do you know the worst nightmare most leaders have? Not, it’s not missing next quarter’s numbers or key performance indicators. These can be salvaged and recovered one way or another. The most critical challenge typical leaders face is their team not committing, not feeling accountable, and eventually sinking the boat and everyone on board.
There’s a variety of leadership styles. On one end, leaders jump in and are very hands-on to make sure nothing is falling through the cracks. On the other end, leaders focus on the vision and mission and trust their teams will make the right decisions based on the guidance.
I’ve tried both ends of the spectrum, and none of them works! Micro-managing is not sustainable. And, solely relying on key directions doesn’t fit an ever-changing environment where business assumptions keep evolving.
So, how do you learn to trust your people while giving them the guidance they need to own their part and succeed?
Here’s what I’ve learned on team accountability, sometimes the hard way, and it comes down to three key dimensions.
#1 Consistently probe what’s happening
Let me assume you have given enough guidance and set the proper context – see my article on Team Peak Performance for more . You now need to keep the pulse on how your team is doing. You have ample opportunities to ask for feedback. It ranges from the informal daily chats – yes, once the pandemic fades away, we’ll get back to the water-cooler! – to 1:1, business reviews, or annual assessments. Be consistent and continuously seek feedback. Don’t wait for the quarter’s end or yearly evaluations to do so!
It can only help if you also asked the right questions. In essence, to understand what’s happening, there’s nothing better than open-ended questions starting with “What” or “How.” Such questions invite your team members to elaborate and go beyond a yes/no response. I try to avoid questions starting with “Why.” Some people feel more pressured or “interrogated,” and it won’t elicit as much dialog.
Here are some examples of great open-ended questions:
- What are your big goals and areas of focus right now?
- How is project X going? Tell me more.
- What are the top challenges you currently face on project X?
- What has not been working so far?
- What’s your biggest takeaway on project X so far?
- How is it impacting your approach moving forward?
There is a causal effect between the number of relevant questions you ask and the levels of accountability in your team. So don’t be shy! Ask as many as needed to get a solid grasp of the situation at hand.
#2 - Resist the temptation to solve their problems
You will soon make solid progress in your understanding of how and what your team is doing. And, there will inevitably be challenges, even excuses, thrown at you. Most leaders are natural problem-solvers, but you should avoid solving most of your team’s problems.
I know this is hard because you want your team to succeed. You probably have reasonable potential solutions in mind when your team is sharing their top challenges with you. But if you want proper team accountability, they need to own the resolution of their problems. The solution is actually to ask more open-ended questions!
So, the next time you uncover a team member’s primary challenge, don’t try to solve it. Don’t even suggest a solution! Instead, ask more questions like: “What options do you think you have”? Such questions will act as a natural filter. If your team can genuinely solve the problems on their own, they will. If they have dependencies that require your help and decision, you’ll be already on top of it.
As you practice the art of not solving all of your team’s problems, you’ll notice more substantial commitment and accountability from them. Eventually, they will thank you for the empowerment.
#3 - Help your team master the outcomes
The beauty of consistently asking the right questions is that you will help your team own the outcome and feel more accountable for the consequences of their choices. The more questions you ask, the more you will uncover performance issues. That’s why you need to educate the team on the consequences of their actions continuously. Hypothetical open-ended questions are a great way to help them preemptively avoid disasters in the making:
- What if event Y happened?
- What impact do you think it would have on project X?
- What options would you consider then?
In most cases, a truly empowered team will self-correct such issues before they get out of control. Yet, in some cases, the situation won’t improve. It’s where reflective open-ended questions can help the team build their takeaways and identify better strategies for the future:
- What do you think caused issue A?
- Knowing what you know now, what would you have done differently?
- How does it impact the way you will approach upcoming project X?
In any case, your approach must be supportive, empathetic, and not default to anger or blame. You will likely experience awkward moments out of frustration or even embarrassment. It’s OK. This is a crucial step for your team members to build personal responsibility.
How can you put it into practice?
Great leaders master team accountability. That’s the recipe for success. So, take some time to assess where you stand on each of these three dimensions and ask yourself the following questions:
- Do I consistently ask probing, open-ended questions?
- How actionable and insightful is the feedback I get from the team?
- Am I acting like a coach, letting the team solve the problems they own?
- When did I last solve a problem for my team? Was it indeed my problem to solve?
- How supportive and empathetic am I when interacting with my team?
- Do I help them clarify the consequences of their actions?
Upon reflection, if you come to a point where you feel stuck in implementing the right approach, reach out to me at tanguy@theproductsherpa.com. Let the Sherpa be your guide.