How to Foster Responsibility Within Teams

Throughout my leadership career, one concept has repeatedly proven its worth: the idea of "Us vs The Problem". It's not about "You vs Me" or "Us vs Them"! I've found this perspective shift crucial when leading teams through projects, challenges or any roadblocks we encounter. Years ago, I noticed team meetings could be battlegrounds. People came in defensive, ready to blame others. That energy was not only draining but also entirely unproductive. It hit me that this approach was doing no good... in fact, it was moving us further away from any constructive solutions. This was the time I decided to introduce the "Us vs the Problem" mentality. What struck me almost instantly was the change in team dynamics. As we collectively refocused on problem-solving rather than blaming, I saw walls coming down. Team members became more willing to share their ideas, even those who were usually reserved. It's incredible how the simple act of eliminating blame could make room for such creativity. This philosophy helped improve communication, one of the pillars of effective teamwork. When the focus shifted from "Us vs Them" to "Us vs the Problem," it was as if a veil lifted. Team members began to communicate more openly because the fear of blame was off the table. In this setting, I've heard some of the most brilliant solutions that I doubt would have come to light in a culture of blame. Then comes the role of accountability in this framework. A blame-focused environment breeds defensiveness and hesitance. On the other hand, when the focus is on attacking the problem, I've observed team members naturally stepping up to take responsibility. They know it's not about blame, it's about contribution. It's an incredible transformation to witness, and it certainly lightens the load of driving accountability. Another personal realization was the importance of acknowledging and celebrating our small wins and big victories. Whenever we solve a problem together, it’s a win for the whole team. In the past, I've made it a point to celebrate these wins, regardless of size. It's not just about recognition but also about reinforcing the behavior that got us there. So, it's not just a phrase, it's a culture that I’ve seen reap benefits firsthand. With this approach, I’ve watched teams go from fragmented groups to cohesive units working in harmony. It's one of the most rewarding aspects of leadership, seeing people thrive in a culture of collaboration and mutual respect. In the words of Henry Ford, "Don't find fault, find a remedy." #LeadershipDevelopment #Teamwork #ProblemSolving #Accountability #EffectiveCommunication

Teams don’t fall apart because people mess up. They fall apart because no one talks about it when they do. And when things go right we often skip the conversation entirely. The thing is, accountability isn’t code for punishment, it’s one of the most powerful tools a leader has - when it’s used right. And I get why accountability falls short: it’s uncomfortable, it feels personal, and most of us were never taught how to do it well, only how to react when things go off the rails. And yet, in fast-moving, high-pressure organizations, the way you handle accountability sets the tone for just about everything else: Performance. Trust. Culture. All of it. Here’s how I break down accountability with the executives I coach because sustainable success depends on both: How to Hold Yourself Accountable: • Own your outcomes (that means the wins and the misses) • Reflect before reacting • Share what you’ve learned (out loud, not just in your head) • Follow through, every time • Say “I got it wrong” when you did How to Hold Others Accountable: • Set expectations that are clear, not assumed • Make progress visible, don’t wait for the postmortem • Say it soon, while it’s still fresh and useful. Feedback delayed is feedback denied. • Ask: “What’s getting in your way, and how can I help?” • Catch what’s working, not just what’s broken One form of accountability builds credibility and the he other builds culture. You need both. Your mission, should you choose to accept it: Hold one person accountable for something that went well. See what happens and then tell me about it! What's your best advice for building an accountability muscle or culture? #LeadershipDevelopment #ExecutiveCoaching #Accountability #OrganizationalEffectiveness #PsychologicalSafety #TrustAndPerformance

📚 I've read many books, but this one was a game-changer: → "Extreme Ownership: How U.S. Navy SEALs Lead and Win" by Jocko Willink and Leif Babin 💡4 lessons I learned 👉🏼 1. Ownership and Accountability. ↳ Taking full ownership of your actions and decisions is crucial. It empowers you to learn from failures, make necessary changes, and lead effectively. ↳ Lyft CEO, David Risher, is a shining example of emotional intelligence in what was called the $2 billion typo on a press release misstating margin outlook from 50 to 500. He stated: "First of all, it's on me." "It's an unacceptable error. Again, ultimately it's on me--I'm the CEO, the buck stops with me." ↳ I've seen so many leaders who are always quick to point 🫵 and blame 🤬. Ask yourself, how often are you pointing the finger first vs. taking accountability? 👉🏼 2. Leadership Through Humility. ↳ True leadership involves humility, recognizing mistakes, and being accountable. It's not about blame but about taking responsibility and leading with integrity. ↳ Integrity is the quality of honesty, strong moral principles, and moral uprightness. Finish each day knowing you can look in the mirror and know you've done what's right 😇 . Don't get caught on the slippery slope... ⛷️ 👉🏼 3. Team Success Through Ownership. ↳ When individuals in a team take ownership of their mistakes and work towards solutions collectively, the team becomes stronger and more effective in achieving its goals. 👉🏼 4. Leading by Example. ↳ Leading by example means being the first to take ownership, show accountability, and demonstrate the values you expect from others. It inspires trust and unity within a team. 💬 My favorite quote? “... the most fundamental and important truths at the heart of Extreme Ownership: there are no bad teams, only bad leaders.” 📝 Here's 5 Examples: 1️⃣ Project Failure at Work: ↳ Instead of blaming your team for a project's failure, you take full responsibility, analyze the missteps, and share the lessons learned. 2️⃣ Misunderstanding with Your Partner: ↳ You acknowledge your role in a misunderstanding, fostering resolution through open communication and accountability. 3️⃣ Coaching a Youth Sports Team: ↳ Facing consistent losses, you reflect on improving your coaching methods and motivating the team, rather than blaming their skills. 4️⃣ Financial Mismanagement: ↳ You own up to poor spending habits, creating a solid plan for budgeting and financial improvement instead of blaming external factors. 5️⃣ Career Stagnation: ↳ Instead of attributing stagnation to external obstacles, you focus on personal growth and proactive steps to advance your career. #leadership #emotionalintelligence #teams #accountability #extremeownership #humility

𝗢𝘄𝗻𝗶𝗻𝗴 𝗬𝗼𝘂𝗿 𝗜𝗺𝗽𝗮𝗰𝘁, 𝗡𝗼𝘁 𝗣𝗮𝘀𝘀𝗶𝗻𝗴 𝘁𝗵𝗲 𝗕𝘂𝗰𝗸 👔💼 Ever worked with people who pass the buck, point fingers, or make excuses when things go awry? This behavior breeds resentment, erodes trust, and hampers the culture of excellence you aim to build. Why do some resort to finger-pointing? How can you foster true ownership instead? In my experience, buck passing typically stems from three motivators: First, fear of failure. Some lack confidence and dread criticism, seeing mistakes as threats, not growth opportunities, which deters ownership. Second, unclear expectations. Some, without proper guidance, view accountability as unfair, not grasping their roles and goals. Third, selfish mindsets. When personal interests overshadow collective goals, ownership suffers. Some prioritize image over collective success, avoiding risks that might expose flaws. The fallout? Damaged credibility, strained relationships, and a blame culture. Hardly recipes for the organizational success you seek. So how can you cultivate a culture of empowered ownership? Three strategies: 1️⃣ 𝗔𝗱𝗼𝗽𝘁 𝗮 𝗴𝗿𝗼𝘄𝘁𝗵 𝗺𝗶𝗻𝗱𝘀𝗲𝘁. View challenges as chances to improve. Seek feedback to continually hone your skills. Lean into growth opportunities, making feedback fuel for your growth, not grounds for criticism. 2️⃣ 𝗜𝗻𝘀𝘁𝗶𝗹𝗹 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗰𝗹𝗲𝗮𝗿 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀. Foster open communication to align on goals and progress. Ask when unsure. Own your work instead of deferring or avoiding responsibility. 3️⃣ 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝘁𝗵𝗲 𝗯𝗶𝗴 𝗽𝗶𝗰𝘁𝘂𝗿𝗲, advancing towards shared objectives. Make choices aligned with the team’s vision. Celebrate collective wins, learn from joint losses, and uplift others through challenges. The bottom line? Owning your impact transforms you into a courageous, collaborative leader. It ignites a ripple effect where colleagues feel valued and inspired to own their work too. And it builds the bedrock for organizational excellence. Will you pass the buck? Or seize the chance to step up, own it, and grow? Your choice. Let’s lead by example. What tactics have helped instill ownership on your team? Share your insights below. #Leadership #PersonalDevelopment #Management #Entrepreneurship #Motivation

“Accountability” Did you just tense up? I feel it the minute the words leave my mouth - some of it may be PTSD from leaders I’ve worked for before. There’s a vibe around the concept of driving accountability into sales and revenue teams - it feels like grounds for discipline and punishment, doesn’t it? Well, there’s a big difference between “holding your team accountable” and “coaching your team to self-accountability”. I vote for the latter.  “Holding your team accountable” often takes the form of “commits”: Commits - the petri dish for lies in your organization, where top performers with full pipelines undercommit, and low performers with empty pipelines overcommit; where deal-level commits cause reps to come to their managers last instead of first when something goes wrong. “You committed that deal!” Holding reps accountable for things they truly cannot control isn’t accountability. Sorry...I vented. 😤 On the other hand, “coaching your team to self-accountability” is where engagement and intrinsic inspiration thrives: The data: Have you taught your reps how to use metrics and data? Not “volume” metrics like, ”Make 50 calls!”. I’m talking about ratios and trends in their numbers. Win rates over time. Cycle lengths over time for wins…and losses. Teach them to spot the holes before they form. The culture around wins & losses: What’s the culture you drive when a deal is lost? A “you got outsold” culture? Or, do you celebrate the losses for the effort - and encourage TRUE self-diagnosis to celebrate the lessons learned, too? An unquenchable thirst for learning: You can drive that in your teams! While you should be investing in their development, do they put in discretionary effort to improve themselves, too? Transparent leadership: Do you share your goals and targets with your teams? Do you share how & what you measure? Do you share the framework you use to drive revenue capacity? Accountability doesn’t have to cause uncontrollable shaking. Accountability isn’t about commitments, IMO it’s about fostering environments and relationships where self-accountability grows and thrives.

Last week, I met with 350+ senior managers across the company to discuss our Leadership Principles, which serve as a playbook for building and leading unstoppable teams at SharkNinja. During the fireside chat, I was asked about accountability.    Accountability is at the core of effective teamwork. But how do we truly inspire it? Here are a few things I've gathered over my career:   Clarify: Accountability falters when individuals aren't clear about their responsibilities. As a manager, ensure absolute clarity. Ask, "Are you clear about what you're accountable for?" Own: Simply assigning tasks and walking away won't cut it. Take ownership of their success. Encourage regular updates (every three days) to course correct and offer support. Balance: There's a fine line between autonomy and setting up for failure. To drive accountability, guide your team through the process. It's akin to teaching a child to ride a bike – you hold on until they're steady. You hold on even when they say, “Let go, I’ve got this” – because you don’t want them to fall. Invest: When there's a clear understanding of accountability and a personal connection, they won’t want to let you down. Invest in your team's success, and they'll reciprocate.   Finding this equilibrium may take time, but the results are worth every effort.

Leading by Example: In the realm of leadership, the adage 'actions speak louder than words' holds profound truth. As a leader in the oil and gas industry, I've learned that leading by example is not just a strategy, it's a responsibility. Let me share a story that underscores this belief. Early in my career, when I was just starting out with my first venture in Chanute, Kansas, we faced a significant challenge. One of our key projects was lagging, and morale was low. I realized that what my team needed was not just instructions, but inspiration. So, I rolled up my sleeves and joined them in the field. We worked together, through long hours and challenging conditions. That experience didn’t just help us meet our deadline; it solidified a culture of mutual respect and teamwork that became the cornerstone of our company's ethos. This experience taught me that leadership is not about sitting in an office issuing commands. It's about being present, showing your team that you're willing to do what you ask of them. It's about building trust and respect through shared experiences. And most importantly, it's about embodying the values and work ethic you want to see in your team. As leaders, we must remember that our actions set the tone for our organization. When we lead by example, we create a culture of accountability, excellence, and collaboration. This approach not only drives results but also fosters an environment where every team member feels valued and inspired to contribute their best. #Leadership #LeadByExample #Teamwork

Today will mark the end of another quarter for Lucid. And everytime I approach the end of a quarter, I’m always reminded and inspired by how our teams work together and both encourage, but also hold each other accountable. Accountability in particular is something I strongly advocate with my leaders. But sometimes I think accountability is often looked at in a negative light. Instead of thinking of accountability conversations as “criticism focused,” we should instead view accountability conversations as simply a valuable exchange of guidance, with the leader’s sole purpose being to help their team WIN. When you’re a part of a sales team, you win together, but more importantly no one should lose alone. Spending time with my family in Hawaii always brings me back to the power of Ohana and the power in everyone working together for the betterment of not just “family,” but community. There is an inherent understanding that people will not just do their part, but they will work to lighten the loads of others, as well. As you recognize others, then are you recognized and as you help others, then do you receive help. I can’t think of a more important lesson for sales leaders to embody as they help their teams work through accountability. We must approach conversations of accountability with empathy and most importantly, lead by example. There’s an innate respect earned by leaders that walk alongside their team, sharing experiences and learnings along the way that can not only educate, but elevate their efforts. Afterall, a good leader should never ask their people to do something they haven’t done or wouldn’t be willing to do themselves. But what I’ve found to be most powerful in all of this, is approaching each day with optimism and empathy. Great leaders empathize with their team’s journey and show gratitude for their work, while also looking for the good and helping them learn from frustration so they can grow. I truly believe that high optimism predicts high effort and success, and don’t think anyone can do their best work operating in fear. So as you meet with your teams and lead, I encourage you to approach accountability with maybe a different mindset, leading with empathy and work to move forward with confidence and optimism.