Revolutionize Teamwork

1. Organizational structure impacts team accountability

The typical organization hierarchical structure was designed to separate responsibilities and accountabilities into areas of specialization and expertise, which also made it easier for leadership to see where breakdowns were occurring.

Traditional hierarchies hinder accountability. The military-inspired organizational structure prevalent in businesses today creates a top-down approach to accountability. This model separates thinking (generals), telling (officers), and doing (soldiers), leading to a "Hold Accountable" mindset where leaders attempt to control and micromanage their teams.

Work flows sideways, not top-down. In reality, most work in organizations flows across departments rather than strictly following the hierarchical structure. This misalignment between work flow and accountability structure often results in friction and frustration between departments.

Shifting to team accountability. To foster true accountability, organizations need to move away from the leader-centric model where bosses "hold others accountable" (which actually means taking accountability away from individuals). Instead, they should embrace a team-based approach where accountability is shared and managed collectively.

2. Three types of teams: nonfunctional, functional, and accountable

Of these three, nonfunctional is by far the most common.

Nonfunctional teams fracture under pressure. In high-stress situations, members of nonfunctional teams prioritize self-preservation, often resorting to blame and finger-pointing. This behavior undermines trust and cohesion, making it impossible for the team to achieve its goals effectively.

Functional teams rely on leaders. While functional teams stick together during challenging times, they still depend heavily on their leader to navigate difficult situations. This dependence limits the team's autonomy and ability to solve problems independently.

Accountable teams tackle issues together. The hallmark of an accountable team is its ability to address problems collectively without relying on the leader to intervene. These teams prioritize group success over individual achievement, fostering a culture of trust, open communication, and shared responsibility.

3. Trust and shared fate drive team accountability

A shared fate is the engine of every team. Without it, no team will function under pressure, and its members have little to no chance of ever being an accountable team.

Shared fate creates unity. A shared fate exists when the success or failure of one team member directly impacts the entire team. This interconnectedness motivates individuals to work together and support one another, even in challenging situations.

Trust enables vulnerability. High levels of trust allow team members to be open, honest, and vulnerable with each other. This psychological safety is crucial for addressing real issues and having difficult conversations without fear of judgment or reprisal.

Building shared fate and trust:

• Create interdependent goals and rewards
• Encourage open communication and feedback
• Celebrate collective successes and learn from failures together
• Foster a culture of mutual support and collaboration

4. Destructive behaviors erode team trust

No behavior is more destructive to teams than talking about a real issue without the people affected by that issue involved in its resolution (for example, talking behind each other's backs).

Gossiping destroys trust. Talking about issues behind people's backs creates an atmosphere of suspicion and undermines team cohesion. It prevents direct problem-solving and fosters a culture of avoidance and passive-aggressiveness.

Not speaking for oneself leads to judgment. When team members use group pronouns (we, they, our) or ask questions instead of making statements, they avoid taking personal responsibility. This behavior makes it difficult to address issues directly and often results in unfair judgments of others.

Promoting constructive behaviors:

• Encourage direct communication about issues
• Teach team members to speak for themselves using "I" statements
• Address problems with all affected parties present
• Foster a culture of openness and constructive feedback

5. Clear decision-making authority empowers teams

One of the most important steps a leader and a team can take is to make very clear which decisions are the team's and which are the leader's.

Ambiguity breeds inaction. When decision-making authority is unclear, team members often default to inaction or constantly seek leader approval, leading to inefficiency and frustration.

Decision matrix clarifies roles. Creating a clear decision matrix that outlines which decisions belong to the leader, the team, or individual members empowers everyone to act within their authority. This clarity reduces dependency on the leader and fosters autonomy.

Implementing a decision matrix:

1. List all significant decisions affecting the team's purpose
2. Categorize decisions into levels (e.g., leader's decision, team decision with leader input, team decision with leader notification, team decision without leader involvement)
3. Regularly review and adjust the matrix as the team's capabilities and trust grow

6. Real-issue conversations address performance gaps

All real-issue conversations are really conversations about the gap between what is expected and what is experienced.

Identify expectations and reality. The first step in addressing performance issues is clearly articulating the expected behavior or outcome and comparing it to the current reality. This gap forms the basis for constructive conversations.

Timely feedback is crucial. Addressing issues as soon as a gap is noticed prevents frustration from building and allows for more options in resolving the problem. Delaying these conversations often leads to more severe consequences and fewer solutions.

Structuring real-issue conversations:

1. Clearly state expectations
2. Describe the current reality
3. Identify the gap between expectations and reality
4. Collaboratively develop an action plan to close the gap
5. Set a timeline for follow-up and reassessment

7. Breaking the psychological contract fosters accountability

The psychological contract that does all the damage goes as follows: I will not talk about your performance, and you won't talk about mine.

Unspoken agreements hinder growth. The psychological contract prevents team members from addressing real issues, leading to stagnation and unresolved problems. Breaking this contract is essential for fostering true accountability.

Establishing new norms. To break the psychological contract, teams must create a new set of expectations that encourages open, honest feedback and constructive criticism. This shift requires courage and commitment from all team members.

Steps to break the psychological contract:

1. Collectively define team performance expectations
2. Agree on a process for giving and receiving feedback
3. Practice addressing real issues in a structured, safe environment
4. Regularly reinforce the new norms of open communication and mutual accountability

8. Leaders must relinquish control for team accountability

If a leader is going to let go of some of the accountability, the team has to step up and take it.

Letting go is challenging. Many leaders struggle to relinquish control, fearing loss of influence or job security. However, for teams to become truly accountable, leaders must be willing to delegate authority and responsibility.

Gradual transition is key. Shifting to an accountable team model requires a gradual transfer of decision-making power and responsibility. Leaders should assess their team's readiness and provide support throughout the transition.

Preparing for the transition:

• Identify personal fears and concerns about giving up control
• Assess team members' capability and willingness to take on accountability
• Evaluate the current level of trust and address any major relationship issues
• Clearly define the team's purpose and shared fate
• Develop a plan for gradually increasing team autonomy and responsibility

9. Metrics measure team success in achieving purpose

Each metric must be something the team has a high degree of influence over.

Purpose-driven metrics. Effective team metrics should directly relate to the team's defined purpose and be within their sphere of influence. This ensures that the team can take meaningful action to improve their performance.

Timely and measurable. Metrics should be updated regularly (weekly or monthly) and be easily measurable to provide real-time feedback on the team's progress towards its goals.

Characteristics of good team metrics:

• Directly tied to the team's purpose and accountabilities
• Within the team's control or significant influence
• Measurable and updated frequently
• Limited in number (ideally 3-5 key metrics)
• Balanced to reflect different aspects of team performance
• Understood and agreed upon by all team members

Last updated: August 9, 2024