In our leadership team meetings, the team members only hold themselves accountable when I step in as the referee, which means they are not practicing true peer-to-peer accountability. How do we transition our leadership team from hub-and-spoke management to holding each other accountable for their Rocks and numbers?

Question

Tyler Smith · Accepted Answer

A leadership team that relies on the owner or Integrator to act as a referee is not a healthy executive team. In a high-performing organization, leaders practice peer-to-peer accountability. They do not wait for you to call out missed numbers or delayed Rocks; they challenge each other directly.

To build this culture, you must change how you run your Level 10 Meeting™ sessions. If you are currently the one asking why a metric is in the red or why a Rock is off track, you must step back. The Integrator should facilitate, but the team must drive the discussion.

When a number is missed, the leader responsible must own it immediately. If they do not, another team member must bring it up during the IDS® portion of the meeting. Peer-to-peer accountability is built on mutual respect and shared goals. If one leader fails, the entire team fails to hit their V/TO® targets.

Encourage healthy, unfiltered conflict. If team members are too polite to challenge each other, they are practicing artificial harmony, which destroys progress.

Remind your team that challenging a colleague is an act of respect, not an attack. By shifting the responsibility of accountability from you to the team, you build a cohesive, self-sustaining leadership group that is highly attractive to potential buyers.