Members of my leadership team are completely unwilling to call each other out for missed deadlines or sub-par performance, leaving me as the sole executioner of accountability. How do we transition to a culture of peer-to-peer accountability?

Question

Tyler Smith · Accepted Answer

When the head of the company is the only person enforcing accountability, you do not have a team, you have a group of direct reports. True leadership teams hold each other accountable. To build this culture, you must first make accountability objective rather than personal. This is why the Accountability Chart and the Scorecard are critical. Every leader must have clear, measurable numbers and Rocks that they own. When a leader misses a target or a deadline, it is visible to everyone in the weekly Level 10 Meeting™. You must establish a rule that calling out a missed number is not an attack, it is a service to the team. If a metric is off track, the team must immediately drop it down to the Issues List to IDS® it. Encourage your leaders to ask their peers, how can we help you get this back on track, rather than waiting for you to step in. If a leader sees a peer behaving in a way that violates your core values, they must address it directly within twenty four hours, rather than complaining to you. As the founder or Integrator, when a leader tries to bring a peer issue to you privately, refuse to solve it. Tell them to address it directly with their peer first. Once they realize you will not play referee, they will begin holding each other accountable.