Online Reporter
Arthur Marara
Point Blank
(Continuation from last week)
- Give specific tasks to individuals
Yes, we are a team but what are you supposed to be doing as an individual within the team. Everyone should know this and get to work on it. It may appear counterintuitive to discuss increasing team accountability, and at the same time encourage assigning tasks to individuals . . . right? In reality, you can success on an assignment without clarity of who has been assigned that particular task. Yes, the team can work as a team but always keep an eye on the specifics of the responsible person. This enhances accountability. When there is a person assigned, the rest of the team has an appreciation of who to hold accountable. This is more important when your team is highly dependent on each other to complete work before they can start their own.
Follow-up
It is not enough to just set expectations for your team. Your role as a leader is to follow up with your team on how they are doing vis-à-vis the expectations that you set for them. This can be done in various ways, in emails, in meetings, in chats . . . always, always follow-up. One your team appreciates and develops this culture, they are going to work on delivery because they do know that they are going to be asked questions. This can positively impact team accountability. Expectations and goals that are set without follow-up or reiteration will fall through.
If something didn’t get done, ask who was responsible, why didn’t it happen and what can we do differently next time around to make sure it does get done. This also enables you to see whether or not you need to make changes to you team itself.
- Invoke sanction for inaction
There are many organisations where employees with specific expectation do nothing and many a times even get away with it. There must be consequences for not delivering on what was agreed upon. The role of the leader is to render assistance to the team members to enable them to deliver on the expectations. If there is no delivery, then correction has to be taken.
Set up a team dynamic where everyone is clear on what happens when goals and targets are not meant. This is not a scare tactic, but it should be something the team is aware of. The other way to view this is to think of it like this: if someone asks a member of your team “What happens if you don’t do X?” then the answer shouldn’t be “nothing”.
There you go, no one will ever take you seriously, if nothing happens when team members fail to deliver on the set expectations.
- Embracing Accountability: Learning from Mistakes and Fostering a Culture of Improvement
In any organisation, mistakes are inevitable. However, it’s crucial to differentiate between genuine errors and negligence. As a leader, it’s essential to define what constitutes a “mistake” within your organisation’s framework. By doing so, you can create a culture where team members are encouraged to own their mistakes, learn from them, and move forward.
The Power of Accountability
When mistakes occur, it’s essential to hold team members accountable for their actions. However, it’s equally important to ensure that accountability is constructive and focused on learning and improvement. By fostering a culture of accountability, you can encourage team members to take ownership of their mistakes, identify areas for improvement, and develop strategies to prevent similar errors in the future.
Learning from Failure
Mistakes are an opportunity for growth and learning. When team members are encouraged to own their mistakes and failures, they’re more likely to approach challenges with a growth mindset, seek feedback, and develop resilience. By embracing failure as a natural part of the learning process, you can create a culture where team members feel empowered to take risks, innovate, and push boundaries.
Fostering a Culture of Improvement
To foster a culture of improvement, it’s essential to:
- Define what constitutes a “mistake” within your organisation’s framework
- Encourage team members to own their mistakes and learn from them
- Focus on constructive accountability rather than punishment
- Create a safe and supportive environment where team members feel comfortable taking risks and learning from failure
- Celebrate successes and recognise efforts to improve
Through accountability and encouragement team members to learn from their mistakes, you can create a culture that is resilient, innovative, and focused on continuous improvement.
- Remunerate hard work and wins
Let’s consider a crucial aspect of our company’s success: employee motivation. As an employer, we have the power to hire and fire our team members at any time. So, what drives them to deliver exceptional results and go above and beyond? There are many theories of motivation, but I’d like to highlight a key principle that can foster accountability among your employees: recognising and rewarding their hard work.
In today’s workplace, recognition remains a vital factor in employee engagement. When we acknowledge and appreciate our team members’ efforts, it not only boosts their morale but also encourages them to strive for excellence. This is especially important in fostering a culture of accountability, where individuals feel empowered to take ownership of their work and work together as a cohesive unit.
By recognising and rewarding individual and team achievements, we can create a sense of camaraderie and shared purpose. This, in turn, can lead to increased job satisfaction, improved productivity, and reduced turnover rates. Studies consistently demonstrate that recognition is a key driver of employee motivation, drive, and retention.
Building a culture of accountability requires time and effort, but it is undoubtedly one of the most valuable investments we can make in our organisation. By prioritising recognition and rewards, we can create a positive and productive work environment that benefits everyone involved. So, let’s make a commitment to acknowledging and celebrating our team members’ achievements, and reap the rewards of a more motivated, accountable, and successful workforce.
Arthur Marara is a corporate law attorney, keynote speaker, corporate and personal branding speaker commanding the stage with his delightful humour, raw energy, and wealth of life experiences. He is a financial wellness expert and is passionate about addressing the issues of wellness, strategy and personal and professional development. Arthur is the author of “Toys for Adults” a thought provoking book on entrepreneurship, and “No one is Coming” a book that seeks to equip leaders to take charge. Send your feedback to [email protected] or Visit his website www.arthurmarara.com or contact him on WhatsApp 263780055152 or call +263772467255.
