This is my fourth blog of our Ultimate Team series, and I鈥檓 excited to continue our discussion on creating high performing teams. All of Team PPMC has read one of my favorite management books, The Five Dysfunctions of a Team, by Patrick Lencioni, which provides a roadmap to creating a culture where not only the work thrives, but so do the people. Thank you for going on this journey with us.
The fourth dysfunction of any team is a 鈥渁voidance of accountability.鈥� Let鈥檚 dive in.
When teams lack accountability, there are often missed deadlines and deliverables. You and your team may find yourselves falling behind and wondering what happened. Lack of accountability also creates an environment where 鈥渓ukewarm鈥� performance is tolerated. The issue is often NOT laziness, but rather a lack of clear priorities or process for how people will be held accountable. On accountable teams, underperformance is addressed, and the same standards apply to everyone.
In a, almost 34 percent of the workforce in the U.S. and Canada indicated they were 鈥渄isengaged鈥� from their work. There was not a connection between the work they did, the feedback they received, and the consequences of their behavior. High performers are accountable and want to be held accountable. As a leader, holding people accountable not only addresses low performers, but also creates an environment where high performers want to work.
Unfortunately, it can be uncomfortable to hold people accountable. Especially your peers. Interpersonal discomfort keeps us from telling the truth and holding one another to high standards. However, difficult conversations are essential 鈥� they lead to personal and professional growth, efficiency, and better outputs and outcomes.
How can we ensure accountability? Here are a few tips from Lencioni鈥檚 book:
- Make clear the priorities for the organization and the process for how individuals are held accountable.
- Communicate expectations clearly 鈥� it鈥檚 easier for people to stay on track when they know what to do.
- Make sure your team has hit the commitment part of the pyramid 鈥� make plans with staff involved 鈥� buy-in is essential for it to be appropriate address team members when they鈥檙e not meeting expectations. Team accountability is essential.
- Have difficult conversations early and often.
- Utilize metrics or tracking tools to keep everyone on the same page (something the PPMC can help you with!).
How can we help you and your team hold one another accountable?
Stay tuned into the PPMC newsletter and website for the final blog in this series!