Maximizing Team Accountability: A Guide for Leaders

Accountability is a cornerstone of high-performing teams. When team members are accountable, they take ownership of their tasks, meet deadlines, and contribute to the team’s success. When these tasks and goals are in alignment with the collective group’s mission, we have a recipe for effective and sustained performance. But keeping teams accountable can be a challenging endeavor, as data shows that more than 80% of managers struggle with holding others accountable, and 91% of employees say it’s one of their company’s top leadership development needs (HR Drive, 2015). For team leaders, fostering a culture of accountability is essential to achieving consistent, high-quality outcomes, but what does accountability in teams look like, and how can it be cultivated?

Team accountability refers to the collective responsibility of team members to achieve shared goals, adhere to standards, and uphold team values. It expands beyond the individual to ensure the team meets its commitments, to support other team members and appreciate and rely on the strengths within the team. Team accountability involves a dynamic and interpersonal process where individuals feel compelled to justify their actions and decisions to others, which drives them to align their behaviors with team goals (Frink & Klimoski, 2004; Kou & Stewart, 2017).

Individual commitment to a group effort – that is what makes a team work, a company work, a society work, a civilization work.

– Vince Lombardi

Behaviors of Accountable Teams

Accountable teams demonstrate specific behaviors that set them apart from others. Transparency is one of these key behaviors, where team members openly communicate about their tasks, goals, and progress (Edmondson, 1999). This openness ensures that everyone is aware of what is happening and can adjust their actions accordingly. Ownership is another critical behavior, with each member taking responsibility for their work and the collective outcomes. Research by Carson, Tesluk, and Marrone (2007) shows that when team members feel a sense of ownership, they are more committed and engaged. Reliability is also evident in accountable teams, as they consistently meet deadlines and fulfill commitments. This reliability builds trust within the team and ensures that the team’s goals are met. Additionally, accountable teams regularly seek and provide feedback, which is crucial for maintaining high standards. Feedback helps identify areas for improvement and reinforces positive behaviors (Mathieu & Rapp, 2009). Lastly, peer monitoring is a common practice in accountable teams, where team members actively monitor each other’s performance to ensure alignment with team goals. This mutual oversight helps maintain standards and encourages continuous improvement.

Communication in Accountable Teams

Effective communication is a hallmark of accountable teams. Not only must the team have clarity around their mission and commitment to deliver results, but they need to clearly and frequently communicate to ensure progress. Clarity and honesty in communication are key to maintaining accountability and ensuring team effectiveness, as they allow team members to address issues and holding each other accountable is expected and valued (Dineen et al., 2006).

A Lack of Accountability

When accountability falls short, the consequences can be detrimental to the team. Decreased performance is one of the most common issues, as teams without accountability often miss deadlines and produce lower quality work (Hempel, Zhang, & Tjosvold, 2009). A lack of accountability can also lead to an erosion of trust among team members, which can create a toxic work environment. Unclear roles and responsibilities often result in increased conflict within the team, as misunderstandings and disagreements arise more frequently. Finally, low morale is a common outcome in teams that lack accountability, as members become frustrated with the lack of commitment from others and the resulting chaos.

Recognizing an Accountable Team

To assess whether your team is accountable, look for consistent performance as an indicator. Accountable teams consistently meet their goals and deadlines, demonstrating effective collaboration and individual responsibility. Another sign of accountability is regular feedback and communication within the team. Teams that engage in frequent and open communication are likely maintaining high levels of accountability. Mutual trust and respect among team members are also indicative of an accountable team. In such teams, members trust each other to fulfill their responsibilities and respect each other’s contributions (Stewart et al., 2023). Finally, accountable teams exhibit self and peer regulation, where team members are proactive in regulating their own behavior and in holding others accountable for their actions (Wageman, 1995).

Action Plan: How to make your team accountability SOAR

To establish or improve accountability within your team, consider implementing the following four-step action plan:

• Set Clear Expectations: Clearly define the roles, responsibilities, and goals for each team member. Ensure that everyone understands what is expected of them and how their contributions align with the team’s vision and strategy for success.
• Open Lines of Communication: Encourage regular, transparent communication within the team. Create norms for team members to discuss progress, challenges, and feedback openly.
• Assess and Monitor Progress: Regularly monitor team performance and provide constructive feedback. Use peer monitoring to ensure that all team members are aligned with the team’s goals and that the mission is being carried out.
• Reinforce a Culture of Trust and Support: Foster an environment where team members feel comfortable holding each other accountable. Encourage a culture of mutual respect and support, where accountability is seen as a shared responsibility that will ensure the team succeeds.

By following this action plan, team leaders can cultivate a culture of accountability that drives team performance and fosters a positive, collaborative work environment. As the research indicates, accountability is not just a nice-to-have; it is essential for any team that aims to achieve sustained success (Lerner & Tetlock, 1999; Sundstrom et al., 1990).

References:

HR Drive (2015). Study: Workplace accountability requires a specific strategy. https://www.hrdive.com/news/study-workplace-accountability-requires-a-specific-strategy/400130/

Frink, D. D., & Klimoski, R. J. (2004). Advancing accountability theory and practice: Introduction to the human resource management review special edition. Human resource management review, 14(1), 1-17.

Kou, C. Y., & Stewart, V. (2018). Group accountability: A review and extension of existing research. Small Group Research, 49(1), 34-61.

Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative science quarterly, 44(2), 350-383.

Marrone, J. A., Tesluk, P. E., & Carson, J. B. (2007). A multilevel investigation of antecedents and consequences of team member boundary-spanning behavior. Academy of Management Journal, 50(6), 1423-1439.

Mathieu, J. E., & Rapp, T. L. (2009). Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies. Journal of Applied Psychology, 94(1), 90.

Dineen, B. R., Lewicki, R. J., & Tomlinson, E. C. (2006). Supervisory guidance and behavioral integrity: relationships with employee citizenship and deviant behavior. Journal of applied psychology, 91(3), 622.

Hempel, P. S., Zhang, Z. X., & Tjosvold, D. (2009). Conflict management between and within teams for trusting relationships and performance in China. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 30(1), 41-65.

Stewart, V. R., Snyder, D. G., & Kou, C. Y. (2023). We hold ourselves accountable: A relational view of team accountability. Journal of Business Ethics, 1-22.

Wageman, R. (1995). Interdependence and group effectiveness. Administrative science quarterly, 145-180.

Lerner, J. S., & Tetlock, P. E. (1999). Accounting for the effects of accountability. Psychological Bulletin, 125(2), 255-275.

Sundstrom, E., De Meuse, K. P., & Futrell, D. (1990). Work teams: Applications and effectiveness. American Psychologist, 45(2), 120-133.