Accountability and Results…

As we barrel towards the holiday season, there is so much to complete or finalise! Having had a couple of weeks dominated by hospital visiting, I’m feeling the pressure to get things wrapped up before business stops for a well-earned break. Most teams in most businesses, schools and other organisations are trying to get things completed before the festivities start, so that projects can continue, and results can be achieved and maintained regardless. This involves holding ourselves, and those around us, to account for getting our work finished on time and not letting it slide into next year. The most effective teams have very clear objectives they want to fulfil, so they can then reflect upon their achievements ready to set new goals for the final quarter of the financial year and the rest of 2024 and onwards.

So far in our exploration of Lencioni’s '5 Dysfunctions of a Team' since September, we’ve looked at the absence of trust, fear of conflict, and lack of commitment. This brings us to the 4th and 5th steps of the pyramid, Accountability and Results.

Accountability is our willingness to accept responsibility for our actions. At work, that might look like owning a mistake and sharing it as a learning experience or giving a presentation around our personal contributions and their impact. In Lencioni's model, accountability isn't solely about our individual responsibility but becomes a collective effort where, as team members, we willingly hold each other responsible for our commitments. It's the bridge that connects commitment and results, making it a pivotal element in achieving team success. Without accountability we have no standards to hold ourselves to, and in high-performing teams, and those grappling with dysfunction, accountability is a key factor in their success or failure, as is the clarity of the goals or results to be achieved.

Lencioni's model shows the 5 dysfunctions building upon each other, creating a domino effect within the team. The absence of trust generates fear of conflict, which in turn impacts commitment. When commitment wavers, accountability becomes compromised, and so the final dysfunction, inattention to results, comes into play.

As always, it is important for us, as leaders, to lead by example, and so the responsibility of nurturing accountability and setting clear results objectives largely falls on us in the first instance. Leaders play a central role in establishing a foundation of trust and psychological safety, then mining for conflict to ensure everyone is properly heard, and ensuring commitment to those clear shared goals. A leader's commitment to accountability sets the tone for the entire team, influencing members to embrace responsibility willingly.

There is also a relationship between accountability and motivation.  A team where accountability is prioritised is more likely to experience increased motivation, as team members see the direct impact of their efforts on the team's success.  No-one is motivated if those who aren’t pulling their weight aren’t noticed or called out, and so results suffer.  Effective leaders, through their commitment to accountability, become architects of a positive cycle that propels the team towards achievement, elevating the team’s performance.

Lencioni's model recognises the challenges that teams face in cultivating accountability. A fear of failure, ambiguity in roles or task allocations, and a lack of trust are among the chief hurdles that can prevent a robust accountability framework.  “I didn’t think that was my responsibility”, “I thought so-and-so was doing it, not me” or “I didn’t realise it was a priority”, are common frustrations for leaders – and as leaders it’s our task to identify and address these challenges proactively, by ensuring real clarity at the commitment stage, and over the results the team are working towards.

Open communication, regular check-ins, and a commitment to addressing challenges transparently are essential strategies for this. By creating an environment where team members feel safe expressing concerns, sharing ideas, and learning from setbacks, we can foster a culture where accountability becomes a catalyst for continuous improvement.

Teams characterised by high levels of accountability show innovation, adaptability, and a commitment to continuous improvement, contributing significantly to organisational success.

So, accountability, as viewed through Lencioni's model, is not just a concept but a transformative force to achieving great results. When our teams commit to accountability, we not only overcome a possible dysfunction but also pave the way for sustained success and organisational excellence.  Its cultivation requires intentional efforts, effective leadership, and a commitment to fostering a culture where each team member recognises their role in achieving collective goals. As accountability takes centre stage, its transformative effects echo throughout our team and organisation, contributing to a legacy of unparalleled achievements. 

Best get my head down and get everything on that list ticked off asap then!  I hope you all manage to get what you need to do done, as well so your teams and organisations continue to go from strength to strength.

Reflection:

·       How do you ensure your team is always clear on ‘who is responsible for what’ at the commitment stage, so there is no ambiguity over roles and tasks?

·       If they aren’t clear, what processes or systems can you put in place to bring further clarity?

·       How do you ensure your team works in an environment where team members willingly hold each other to account?

·       How do you model how you want others to behave when someone holds you to account?

·       What makes an environment where your team is not afraid of saying early when something is ‘failing’ to go the way you hoped it would?

·       How clear are your goals so team members know what you are all trying to achieve and their priorities?