High Performing Teams - Team Accountability

Rick Koelsch

As discussed previously, three fundamental building block are critical to effective teams (see August 21, 2012 blog below). Creating a culture of accountability is one those essential building blocks to all successful teams.

 

Most faculty enter a team setting cautiously. Our university culture evaluates and rewards individuals instead of teams. In addition, our ingrained individual instincts and skepticism of the performance of others make many cautious about staking our own success on the performance of others.

 

Effective teams transition their members from "my administrator holds me accountable" to "our team holds me accountable". Team accountability is the sincere promise and resulting follow through made by individuals to the success of the team. What steps can a team take to grow team accountability? The following questions may provide some answers.

1.    Does the team have a really audacious and noble cause - a cause that creates passion among all team members? If it does not, take the time to reframe the team's vision in terms that capture the passion of the team member.

2.    Do the team goals and selected approaches provide clear yardsticks against which progress is measured? A clear team understanding of the yardsticks to be used to measure progress are essential for team accountability.

3.    Do team members trust each other? Some keys to building trust include:

Plenty of face-to-face time, especially as team is forming.

Encouragement of passionate discussions with protection of civility of the interaction. Debate issues, not individual contributions or shortcomings.

An early team success. Identifying an attainable early work product and timely completion of that product can set the stage for loftier outcomes.

4.    Do team members speak in terms of "We" or in terms of "Me". Self-centered discussion can sometimes be corrected with some artful coaching while careful pruning of some team members may be necessary for building trust and team accountability.

5.    Does the team’s leadership practice a culture of accountability from the start? Early team leadership actions are watched closely for clues as to how the team can behave. Disciplined leadership with a commitment to a shared vision, consistent communications, and follow through on its own commitments creates a culture of accountability that most will follow.

6.    Do all team members leave key team meetings with a clear understanding of their planned contribution to the team? It may not hurt to have each team member write down their planned contribution and share this contribution with a team buddy and team leaders. Accountability to written commitments is much stronger than often forgotten oral commitments.

Team accountability is a culture that is essential to all successful teams. Careful planning of the above considerations into the activities of a team can create a foundation for a culture of team accountibility.

References:

Katzenbach, J. R. and D. K. Smith. The Wisdom of Teams: Creating the High Performance Organization. Mckinsey and Company.2003. Lencioni, P. The Five Dysfunctions of a Team.Jossey-Bass, a Wiley Imprint. 2002.