You’re a new leader. How can you create a culture of accountability?

Way back in 2014, I joined a Telehealth Company where associates were super disgruntled with current management and I was hired to turn the tide. Steps I took to solve: 1. Learnt and read about the product thoroughly as incompetent leaders don't elicit confidence and accountability. 2. Asked associates what are their precise difficulties are and what do they suggest. 3 Created a roadmap on how to improve the condition. 4. Last but not the least, I admitted whenever I made a mistake/ error of judgement thus fostering honest feedback and conversation. Our team became one of the best among 21 other teams within 2.5 months.

As a new leader it is vital for both yourself and your team to set SMART goals. When combined with an OKR framework, this can be a powerful tool for providing direction without limiting the path to achieving objectives. This approach also allows the team to assess whether prioritization is being done effectively and address any misalignments in prioritization. I would highly recommend that new leaders create and implement a simple "how to work with me" one-pager. By doing so, you create transparency and clarity on your leadership style and which communication styles you prefer. finally, practice what you preach and lead by example, earn the trust of your team, and praise them for their achievements. "you're as good as your team is."

A huge challenge with "setting accountability", specifically through KPI's, OKR's and MBO's is that these can all create a tunnel vision of what it means to successfully contribute to the organization. To combat this, incorporate qualitative metrics that capture the quality, innovation, teamwork, and leadership. This can include peer reviews, customer satisfaction scores, and self-assessment reports. Consider using a balanced scorecard that includes financial, customer, internal business processes, and learning and growth perspectives. This balances accountability scores with factors that encourage long-term growth and sustainability.

In my experience, it is absolutely crucial that you set SMART goals that are transparent to the organization. However, it is also very important that these goals are carefully tied to the things that matter with regards to the organization's "why." It should not be an annual process and forgotten but measured and followed up regularly. Accountability starts with visibility and regular feedback. Without it, goals are mere words.

Cultivating Accountability as a New Leader: 1️⃣ Clear Expectations: Set clear goals and expectations for tasks and outcomes. 2️⃣ Ownership Mentality: Encourage team members to take ownership of their work and decisions. 3️⃣ Lead by Example: Demonstrate accountability in your own actions and commitments. 4️⃣ Feedback Loop: Establish regular feedback mechanisms to track progress and address issues. 5️⃣ Celebrate Success: Recognize and celebrate achievements as a way to reinforce accountability.

As a leader and as part of a leadership team, it is very important that I live what I say and follow through on what I say I'm going to do. People look to leaders to set the example and demonstrate commitment to personal and organizational accountability. Walk the talk.

Role model accountability. The team looks for signs and symbols that accountability is valued, safe and expected. Start with defining or considering what accountable leaders look and feel like. When have you worked with someone good at this? When have you been held accountable, and how did that person make you feel? Some ways to role model accountability - hold yourself accountable - hold people around you accountable, particularly those you do not have formal authority or power over - admit mistakes

Leading by example is like being the first one to walk across a wobbly bridge. If you show your team you're willing to take the first step and hold yourself accountable, they're more likely to follow suit. Bonus tip: Don't shy away from admitting your mistakes. Be open about them, learn from them, and share those lessons with your team. This shows vulnerability and fosters trust, creating a safe space for everyone to be accountable.

New leaders do not always "get" the impact they have within an organization. The higher up you, the more important it is to understand that you guide by example.

One example of accountability is proactive communication. Ensure that the communication is meaningful and transparent for the audience. Raise risks, concerns, and impacts in a timely manner to enable agility and responsiveness to change.

Empowering your team requires the leader to adapt your leadership style based on the individual needs as well as understanding the strengths, weaknesses, and level of experience of each team member. Be flexible in your approach and be willing to adapt your style based on the changing needs of your team members. As team members gain more experience and confidence, you may need to provide less guidance and allow them to take on more responsibility. From there, the leader can communicate goals, expectations, and next steps while offering appropriate support and guidance. It is important to give team members the autonomy to make decisions and take ownership of their work as much as possible.

As a new leader, instilling a culture of accountability involves setting clear expectations and leading by example. In my experience, establishing transparent communication channels and measurable goals creates a framework for accountability. Encouraging open dialogue about challenges and successes fosters a culture where team members feel responsible for their contributions. By recognizing and celebrating achievements, you reinforce the importance of accountability and create a positive environment that motivates individuals to take ownership of their work and outcomes.

By establishing the accountability criteria you prepare your team for success and the organization for the growth it needs. When you empower your team you identify the next generation of leaders and innovative solutions. As a leader, empowering your teams demonstrates how you understand the needs of the org and its people to achieve the vision.

Don't micromanage! Let your team members take the lead on their tasks, but be readily available to offer support and guidance when needed. This fosters a sense of ownership and accountability, while also demonstrating your trust in their abilities.

A new leader can foster a culture of accountability by empowering the team through several key strategies. Firstly, clearly define expectations and goals, ensuring everyone understands their role in achieving collective success. Encourage open communication and active participation, allowing team members to voice concerns and ideas freely. Provide the necessary resources and training, empowering individuals to excel in their roles. Recognize and celebrate achievements, reinforcing a positive atmosphere. Delegate responsibilities, trust team members with autonomy, and acknowledge their expertise. Establish a feedback loop, emphasizing constructive input, to promote continuous improvement.

Accountability and empowerment go hand in hand. If you do not empower your team, there are no results for which they should be accountable. By the same token, empowerment without accountability is undisciplined.

I try to model a simple concept coined in the term R.E.A.L. Learning starts with creating a culture where people's ideas and experiences are (R)ESPECTED and where people (R)ESPECT the diversity of others. It continues with building connections and being present while demonstrating (E)MPATHY for others - knowing that teams are made up of whole humans with complex stories. Once (R)ESPECT and (E)MPATHY are established, the company can better embrace (A)CCOUNTABILITY for themselves and to the organization. Underpinning all of this is (L)EARNING. In order for people to develop and be their best, openness to (L)EARNING is paramount. In order for a company to grow it must be a (L)EARNING organization. R.E.A.L. people make R.E.A.L. companies.

The winning idea is this: to build a high-performing team, you need to focus on creating a culture of thriving on your team and within your organization, where learning is the norm, collaboration is the rule, and resilience is the spirit that helps you maximize your team's potential. A growth mindset is the belief that intelligence and abilities can be developed through effort and practice. When your team members have a growth mindset, they are more likely to take risks, learn from mistakes, and persevere in the face of challenges.

Whenever we are developing a certain culture, we need to identify the behaviors we want to see among our team members. As a leader, you need to have clarity on what are those behaviors and be the first to model them on a daily basis. It´s also important to define what is a "learning culture" to you, what are the results expected and what needs to change. The next step is to diagnose the current situation of your team (current culture/behaviors, beliefs, vision, strengths, weaknesses, etc.) so you can identify the gap towards the ideal culture. Then, I recommend to put in place change plan that includes all the above and everything needed to close the gap. A cultural transformation may take years so be patient, focused, and disciplined.

Once at work, we had a dedicated week for exploring topics beyond our usual responsibilities. We were encouraged to experiment with new ideas and areas, and then translate these inspirations into our context. By the end of the week, we shared our findings, proposed actionable measures, and assigned individuals responsible for follow-up.

As a leader, it is important to role model the behavior you would like to encourage others to consider. Shared learning experiences where you are not the "expert." Is is one way to demonstrate authenticity in your willingness to be vulnerable in learning a new skill. Another easy way is when someone presents you with some new information. Research the topic and have a follow-up discussion with them, which can create an organic shared learning experience.

I agree. In addition, leaders must hold themselves accountable in ways their teams can see and feel. Leaders that hold themselves accountable demonstrate the importance and value as well as set expectations for this behavior. By creating an environment that is supportive and transparent as well as demonstrating accountable behavior, leaders create environments that foster accountability and lay the foundation for collaboration, innovation, and teamwork.

**Encourage Open Communication**: Create an environment where team members feel comfortable discussing challenges, sharing progress updates, and asking for help when needed. Foster open dialogue and feedback.

Many new leaders are eager to make their mark. I recommend resisting this temptation. A new leader should start the journey by listening and observing. Taking definitive action without fully understanding the problem or the culture invites the possibility of solving the wrong problems.

Let's start by understanding what it means to be "accountable". The Cambridge Dictionary says this: someone who is accountable is completely responsible for what they do and must be able to give a satisfactory reason for it. So, this starts with the leader. S/he will have to act every day according to the expectations s/he has set. These expectations must be easily transmittable to the rest of the organization. They will cover: Why (Purpose) they are doing what they are doing, How (processes and people) they will do it, and What (the unique value they will be generating, be it a product, service, or process, for which clients-customers will pay) will be done and measured.