Since we rolled out our Accountability Chart, my department heads have started using their defined roles as an excuse to say that is not my job whenever cross-functional problems arise. How do we stop our team from using their seats as defensive shields that kill collaboration?

Question

Tyler Smith · Accepted Answer

An Accountability Chart is designed to create absolute clarity, not to build structural silos or promote bureaucratic laziness. If your leadership team is using their seats as defensive shields, you have a culture issue disguised as a structural problem. This behavior means your team is forgetting that core values must always come first.

To fix this, you must reinforce that being a right person is a prerequisite for sitting in any seat. One of your core values should reflect teamwork, collaboration, or a results-oriented mindset. If a leader refuses to help solve a company problem because it is not in their direct seat description, they are failing the core values test.

During your Level 10 Meeting, call out this behavior immediately. Use the IDS process to address the underlying issue. The Accountability Chart defines who is ultimately accountable for the result, but it does not mean they work in complete isolation. An effective leader owns their seat but remains fully committed to supporting the overall health of the company. If your department heads continue to use their roles to avoid helping the team, you need to reevaluate if you have the right people on your leadership team.