#3 How to Set a Culture of Accountability in Your Team
We all want to raise accountable children. One great approach is to involve them in responsibilities from the earliest age.
You could start with simple tasks like having them water the plants. If you ask them every day to water the plant – they'll probably do it diligently. However, the true test of accountability lies in what happens when we stop reminding them.
Will they still remember and take care of the plant?
If not, we have a diligent child who hasn't yet grasped accountability.
An accountable child feels responsible for the plant's health, making sure it receives sufficient water at the right moments. An accountable child would realise that the plant does not need water even when you tell them to water the plant. And if anything is not right with the plant, an accountable child will be on the lookout for solutions.
That's how accountability works!
Traditionally, product teams were not accountable teams.
In traditional product development, product teams followed a fixed roadmap with a predetermined set of features. Their measure of success was around completing these features on schedule.
Teams weren't held accountable for the ultimate success or failure of the product or product features. They were even unaware of whether their actions would contribute to the product's success. Understandably, as they operated within a context that shielded them from the broader business perspective, and their responsibility solely revolved around delivering what others had instructed them to create.
Decision-making authority rested entirely with stakeholders who often lacked an understanding of the technical complexities of the product and lacked the necessary data to assess the potential value of a feature.
Within such an environment, making well-informed decisions and constructing a successful product was a real challenge.
High-performing product teams are accountable to the Outcomes.
High-performing teams have different approach towards building a product. They have embraced Accountability as one of their key principles.
Accountability is more that just completing tasks; it involves empowering teams to take ownership of the ultimate outcome, be it success or failure.
Accountability involves entrusting product teams not just with executing a product feature, but also with its ultimate success or failure. Team members feel a sense of responsibility and ownership in the outcomes they deliver.
Accountability introduces a level of autonomy within the team, and shifts the decision power from the outside stakeholders towards the team. This shift reflects a deeper sense of ownership, where team members are driven by a commitment to delivering meaningful results rather than just completing tasks as instructed.
Accountability does not mean full autonomy.
Accountability is often mistaken for teams being entirely autonomous and independent. However, there's a distinction between accountability and full autonomy.
Accountability doesn't imply that teams have unrestricted freedom to make decisions and take actions on their own. It doesn't mean that the team operates as a separate entity disconnected from the rest of the organisation.
In fact, accountable teams are in continuous communication with the rest of the organisation. This is crucial because their goals may shift if the broader company objectives change.
Accountable teams function within a defined framework. They have a clearly outlined objectives aligned with the broader company goals. Within this framework, they are given the authority to make specific decisions.
Accountability is not on individual, but team level.
Picture a football team competing in a tournament. The collective achievement of the team outweighs individual accomplishments.
This principle applies to business and specifically product teams as well. While every individual should undoubtedly bear responsibility and be committed to achieving their personal objectives and commitments, the team comes first.
This means adopting a mindset that prioritises the execution of team objectives over individual pursuits. This fosters a sense of cohesion, collaboration, and unity.
Successful companies follow this principle: Company first, team second, individuals third.
This doesn't mean that individuals aren't important. Instead, it shows that everyone is committed to reaching the company's goals and vision.
How do you foster Accountability in your team
So, how do you go about fostering a sense of accountability in your team?
In my previous two articles, I covered the first two principles of high-performing teams: Psychological Safety and Purpose with Clear Goals. I believe these two principles lay the foundation upon which Accountability would naturally thrive.
Now, let's delve into some key aspects to focus on:
Outcome-driven goals
Having a great team working towards the right objective can make remarkable progress in the company.
The same team working towards the wrong objective is a huge waste of time.
It's essential that your team's goals revolve around achieving concrete results. These goals should be outcome-oriented and should consistently align with the broader strategy of the entire company. For instance, a goal shouldn't just be about adding a new feature; rather, it could aim to improve user engagement.
Support and resources
While providing your product teams the autonomy to make decisions is crucial, they must also be equipped with the necessary support and resources. Accountable teams are those who operate independently, yet have access to the support they require.
As a manager, your intuition comes into play here. You need to gauge the right amount of assistance needed and when it's needed. Whether it's facilitating decision-making, providing essential tools, or connecting them to relevant sources of knowledge, this support is crucial.
Regular check-ins
Over time, circumstances change, company priorities might change, this is inevitable. Also the team learns along the way and their ideas evolve.
For an accountable team, it's vital to engage in regular check-ins regarding progress toward the company's objectives. Is there sufficient progress made towards the goals? Should new approaches be explored to achieve results faster? Is the original goal still relevant?
Engaging in these check-ins with your teams doesn't mean managing them; it's more about ensuring the ongoing synchronisation of their efforts with the company's overarching goals. It’s about tracking progress toward desired outcomes and making any necessary adjustments timely.
Embrace failure as part of the journey
An accountable team is not a team who always wins. it encompasses setbacks too. But an accountable team should own their failures, and should become much stronger and smarter after a failure.
For this to work effectively, it's crucial to normalise failure. You need to create an environment where people feel safe to experiment. A culture where failure is embraced as a way to help people learn and grow.
Make it a gradual transition
If you find yourself immersed in a traditional product development setup, implementing these principles directly can be a big transition. Such a significant shift might encounter resistance. That’s understandable. People need time for big changes.
Allow individuals the time to fully comprehend these principles. Give them space to internalise these concepts and cultivate belief in their potential impact.
Make the transition gradual, take small steps. As time unfolds, you'll witness substantial progress taking shape, ultimately leading to rewarding outcomes.
PPS. Here’s an index of all the articles in this series:
Intro: Key Principles of High-Performing Teams
#1 How to Cultivate Psychological Safety in Your Team