Team Member to Team Member Accountability

Goals and objectives are meaningless unless there is accountability. In high functioning teams the most compelling level of accountability is from peers. They are usually the first to know when a team member is not meeting the expectations and in the best people to help, or encourage them to get back on track.

Teams who don’t hold each other accountable for team results

1.      Develop silos – they will not take input about their area, nor give it.

2.      Are hesitant to share resources and information outside of their area of responsibility.

3.      Create unhealthy competition in a win / lose basis.

4.      Let ego and status become more important than results.

The old notions of solely leaving it up to the boss to be responsible for ensuring tasks commitments are not practical in today’s virtual teams, nor is it effective. By the time most team leaders are aware that there are problems it is normally too late for easy intervention, and the overall team suffers.

The Spirit of the Small Business Person

I had the great fortune to be involved this week in the Thames Centre Community Showcase as an organizer.

For those not familiar with this event, it is a “trade show” format where local businesses set up booths for the public to attend to see what their local neighbours have to offer. In these days where “shop locally” is a wise mantra (with gas prices it also makes financial sense) it was amazed to see over 50 exhibitors.  Most of these were small businesses out of a small storefront or home based. They carried usually one line of product, or made them themselves for sale. Profit margins being what they are, keeping overhead low is a huge priority for these entrepreneurs.

What struck me most was the passion they brought about their business. At the show a small number of these businesses volunteered to take the stage and to make a presentation. Although not usually standing with a microphone or accustomed to speech making, the passion for their products and services overcome the fears. Their presentations were nothing short of courageous.

Coming from the corporate world, I have seen people believe in the company they work for. They want to do the best for the company and its customers. They care about the company’s reputation and are truly engaged.

However, the small business person has a stake in their business that isn’t available in the corporate world. It reminds me of the adage about being involved or being committed. The parable is about bacon and eggs. Although the chicken is involved in supplying the best eggs, the pig is truly committed.

Building Trust in Teams

The basis of all relationships is trust, and a business team is no exception.

Members of teams where there is trust, enjoy meetings more fully, accept and give feedback readily, admit mistakes ask for assistance. But most importantly they focus their energies on important issues, not personal attacks or politics.

So how do you know if you have trust in your team?  Review the following and ask yourself if you feel this way about your team..

Predictability – Members of teams where trust is present know how each other will react in situations. They do not need to question the motives of other team members and do not second guess why questions are being asked.

Self Truth – Each team member is honest about their abilities and limitations. When they don’t know or have made a mistake they readily admit it and work to learn from it. They are willing to ask for help and ready to provide it, within their own limitations.

Vulnerability – It is said there are 3 basic levels of trust.

1.      Trust in the ability of the person to be on the team.

2.      Trust that the other person will not go out of their way to hurt you.

3.      Trust that you can make yourself vulnerable, and be safe.

It is where team members feel enough trust that they will not only let their guards down, but will feel comfortable to make themselves vulnerable.

Risk without Guarantee of Success – Teams that lack trust will often not commit unless it is a sure thing. If you have trust in the teams then you are willing to take that leap of faith, knowing that the support and encouragement to go forth, or change directions is there.

Soundingboard Coaching can provide one on one coaching to Team Leaders on building trust within their teams. We also have a variety of workshops designed to build trust, commitment and accountability for teams of up to 12 people.

Top 10 reasons why teams don’t give feedback to each other.

The scene plays out in all too many teams. There is a metaphorical elephant that is blocking progress, (although each person sees the elephant a little differently) but no one thinks it’s their role to start the discussion. So the team is at a standstill. Some wishing to go forward, some wishing to go backward most in utter frustration.

Fear of feedback is one of the most disabling team dysfunctions. Without the ability to address critical issues teams will have boring meetings, resort to politics and personal attacks, and fail to reach full potential.

Listed below are 10 reasons that teams will not give feedback to each other.

10. They’re afraid that they may hurt someone’s feelings.

9. People hide behind excuses rather than learning from mistakes and being accountable

8. Tried it once and it didn’t go well.

7. Leaders resort to discipline first rather than teaching people how to learn from their mistakes.

6. Team goals are not understood.

5. Trust has not been built between team members.

4. They have not been given permission to give feedback.

3. That’s the way things are and they will never change.

2. Giving feedback will weaken the relationship.  

1. They think it is the boss’s role to give feedback.

Potential Remedies,

Establish team norms that foster trust, provide clear goals and achievements, and based on accountability. Support leaders with one on one Executive Coaching to integrate new leadership skills. Soundingboard Coaching has developed several workshops on team development with specific exercises that challenge the team to develop and grow trust, accountability, commitment, and yes, conflict.

The Value of Coaching

In these tough economic times all companies are watching what they spend their money on. Every dollar spent must have a tangible payback; development and training are very closely scrutinized for their rewards. Unfortunately some companies see employee development as “nice to have” as opposed to a critical strategy for developing and retaining their employees.

Good wages and benefits are what normally attract an employee to work for a company in the first place, but it is not enough to keep them. Employees want to feel valued and to be heard, leaders who can communicate well will retain their employees.

A study of Fortune 500 companies found that 21% to 40% utilize Executive Coaching as standard leadership development for elite executives and talented up-and-comers. (Hay Group) in those companies;

77% Improved relationships with direct reports

71% Improved relationships with immediate supervisors

67% increase in teamwork

63% improved relationship with peers

61% increase in job satisfaction

44% Increase in Organizational Commitment

37% Improvement in Relationships with Clients

(McGovern, Lindemann, Vergara, Murphy, Barker and Warrenfeltz with Manchester, Inc.)

Is Team Conflict a Good Thing?

Providing the conflict is focused on the business problems, and not personal in nature, the answer is a resounding yes! Conflict is a sign of a healthy team that is engaged and committed. All too often teams sacrifice opportunities to grow and move forward for fear of violating the “cultural conformity” of their business.

Patrick Lencioni in his book, The Five Dysfunctions of a Team, advises that it is important to distinguish productive ideological conflict from fighting and interpersonal politics. Ideological conflict is limited to concepts and ideas and avoids personality-focused, mean-spirited attack. However they can have many of the same external qualities of interpersonal conflict – passion, emotion, and frustration.

All too many times leaders for the sake of team harmony don’t allow their teams to exchange ideas and thoughts in an open format. Team members in conflict, are told to take the discussion “offline” which sends the message that conflict is not acceptable in the team. So what can a good team leader do?

·        Create an environment where conflict around ideas is encouraged, and rewarded.

·        Model the behaviour to show that healthy conflict is good and productive.

·        Establish team norms around conflict that team members understand.

·        Watch team members for signs of disagreement and encourage them to speak up.

·         Do not avoid the critical or sensitive topics in team meetings.

Your teams will always have conflict, it’s up to the leader if the conflict happens in the meeting or at the water cooler.

Welcome to my Blog!

I am extremely excited about launching Soundingboard Coaching.

As a Manager with Canada Post, I discovered the profound effects that coaching had on leaders. It was rewarding to see ideas come alive, people energized about seeing their challenges in a new light, and the rekindled passion about excellence.

As I move forward I want to acknowledge the support and encouragement that I have had while making this transition to business owner. Firstly to my wife Linda who has always been there for me during my career, to J.L. Rousset & Leo Henry, for helping me discover the power of Coaching. Also to my own “Soundingboards” Stephen, Amy, Pat Kenny, Jim Heidema, David Bratton, Carolyn Moyne, to name a few.

And lastly I would like to acknowledge those who I have had the pleasure of Coaching over the past years. One thing I learned about Coaching…. Even when it is bad (which it sometimes was!) somebody is learning something.