Here's how you can maintain accountability and support while addressing failure within your team.

Retry, try again. With your team, evaluate the; 'why' in an open forum and brainstorm ideas together. No time to point fingers. We all have failures but the winners never give up.

By maintaining transparency in policy-making and decision-making processes. When you go on a long drive with friends, the guy riding shotgun is responsible for navigation and the guys in the back seat are accountable for food & music. When you go off route, you know the guy riding a shotgun has missed something and guys in the back seat also check their Google maps and identify the map of the shotgun guy is off, check what the issue is. You share your experience of how sometimes slow internet can cause delays in map updating. Finally, you troubleshoot and get the party back on track with timely map checks on other phones. So 1. Define roles 2. When things go wrong work as a team 3. Fix problems 4. Learn 5. Move on

Here is the hard truth: an executive needs to earn the respect of their leadership team first. That starts on day one of the job. If you wait until there is a failure to address, you are already too late. What's the goal? It is to create an atmosphere where subordinates are comfortable enough to tell you bad news. They need to know that the executive will listen and act decisively and appropriately considering the circumstances. Accountability is easy; it's creating a competitive and inclusive environment that takes maturity and consistency from the executive.

It's so important to be there for your team when they're facing challenges and to support them in learning from their mistakes. The first thing you can do is create a culture where everyone feels comfortable being open and honest with each other. Let your team members know that it's okay to share setbacks without worrying about being blamed. Then, have a little chat to see what went wrong and how you can do better next time.

One of the characteristics of a high performing team is clear and understood roles and responsibilities. Higher performers inherently expect responsibility to be assigned; and so in the event of a failure they usually understand where responsibility lies. To sustain trust in a high performance team, leaders must be seen to assign responsibility fairly and correctly in the event of a failure. To sweep that failure away or try to convert a failure into a group learning experience (often implying a group failure) does not build trust in the team. The leader has the responsibility to ensure the team survives the failure and emerges stronger; and that make mean taking difficult but fair and appropriate consequence decisions.

Be there for your team members through mentorship, training, and resources to help them overcome challenges. And take a moment to recognize and celebrate each other's efforts and progress! I'm sure this will really help to motivate the team and reinforce a positive, growth-oriented environment.

When failure occurs too often, I find it useful to reorganise job positions and teams to better match available skills to job requirements. Sometimes I see potential and capabilities in team members with no corresponding official capacities. The opposite is also true, with people lacking the capabilities required by their current job positions. When you know your team's strengths and weaknesses you can better align skills to job requirements through reorganisation.