When one member of our leadership team misses their Rocks or metric targets, the other directors stay silent and expect me or the Integrator to address it privately, rather than holding each other accountable as peers. How do we build a culture of peer-to-peer accountability on the leadership team?

Question

Tyler Smith · Accepted Answer

If your leadership team is relying solely on you or the Integrator to call out poor performance, you do not have a cohesive team yet. You have a hub-and-spoke system. In a healthy, high-performing leadership team, peers hold each other accountable. When a director stays silent about a colleague's missed Rock or low Scorecard metric, they are choosing comfort over the health of the business.

To build a culture of peer-to-peer accountability, you must first ensure that everyone's numbers and goals are fully transparent. Your weekly Scorecard and quarterly Rocks must be visible to everyone on the team. During the Level 10 Meeting, if a number is red or a Rock is off-track, the owner of that item must drop it to the issues list.

If they do not drop it, another team member must call it out. Encourage this behavior by praising peers who ask tough, uncomfortable questions during the IDS portion of the meeting. Remind the team that holding each other accountable is an act of respect. It shows that they care about their peer's success and the overall goals of the company. Once peer pressure replaces boss pressure, your team's execution speed will skyrocket.