This is really timely. I’m looking to make a simple change. At our fortnightly team meeting I’m looking for colleagues to give updates under the heading of our 6 objectives rather than updates by team. The later is easier but I recently realised it reinforces silo working. This new objective based conversation will be new and I’m looking to create a culture of doing so being the norm.
Peer accountability is the strongest form of accountability. I always recommend leaders look at how to foster that culture (hint: build trust thru psychological safety).
Yes I often have wondered if the higher ups understand, or even know what these unwritten rules are (on the individual teams). Regardless, a solid team has their own culture. If a new member does not fit, it's up to that supervisor/manager to move them to another team/organization. Attempting to enforce unwritten rules is a fool's errand (my opinion and experience). Legally, as long as the individual is doing the job and showing up, there's not much a superior can do.
Check that ego and touch base with your HR representative before doing anything drastic;).
One great approach to this is to ask the simple question of each team member...If there was one thing you could change about your participation, what would it be? Questions are powerful and the best leaders ask the best questions. This one reveals quite a bit without getting to directive or personal. It depends, however, on great listening and follow up. One approach is the Toyota process known as the 5 Whys? Another is to have each member of the group create a "Working With Me" guide, touching on subjects such as communication, decision making, management style, personality traits. and pet peeves. It doesn't hurt to include a miscellaneous section of things such as interests, family, and favorite..., etc. I have many more thoughts but do not want to dominate. I end with a Simon Sinek quote "Leadership is not about being in charge. It is about taking care of those in your charge."
How blessed we are in Australia to be lead by a man who focuses on uplifting us all through the expression of his humanity. He has his finger in the Australian pulse and aims to bring us all into the fold of oneness and unity under the umbrella of his leadership.
This is really timely. I’m looking to make a simple change. At our fortnightly team meeting I’m looking for colleagues to give updates under the heading of our 6 objectives rather than updates by team. The later is easier but I recently realised it reinforces silo working. This new objective based conversation will be new and I’m looking to create a culture of doing so being the norm.
Peer accountability is the strongest form of accountability. I always recommend leaders look at how to foster that culture (hint: build trust thru psychological safety).
I'd like to challenge this assumption for a second, Robert.
Is peer accountability, in fact, the strongest form?
Always open to hearing more opinions and challenging my perspective! Thanks for the feedback.
My perspective is informed by Patrick Lencioni's work on building trust in teams.
Here's an HBR on the topic as well: https://hbr.org/2014/05/the-best-teams-hold-themselves-accountable
Would love to hear from you on what you think is the strongest form of accountability in teams!
I believe it to be OneTRUTH Leadership where everyone on the team is trained to discern TRUTH and use this ability to help make the best decisions.
Good morning,
Yes I often have wondered if the higher ups understand, or even know what these unwritten rules are (on the individual teams). Regardless, a solid team has their own culture. If a new member does not fit, it's up to that supervisor/manager to move them to another team/organization. Attempting to enforce unwritten rules is a fool's errand (my opinion and experience). Legally, as long as the individual is doing the job and showing up, there's not much a superior can do.
Check that ego and touch base with your HR representative before doing anything drastic;).
Thank you for your time.
Have you seen different teams having very different norms and culture in the same organization become a problem?
Great point, teams need to know what is acceptable and what isn't.
A good way to do this is hold an above and below the line meeting with the team, it's quick and easy to do in 90 minutes or so:
- Call the meeting and explain it's to make the working environment better
- At the meeting, draw a horizontal line on a whiteboard
- Ask the team to call out desired behaviors and write them above the line
- Then ask the team to call out undesirable behaviors and write them below the line
- Agree on a catch phrase so team members can challenge people who don't stick to the agreed list, e.g. "That's going below the line".
- Publish the behaviors to the team
If you want to really go crazy, put the behaviors into a team charter and get everyone to sign it.
One great approach to this is to ask the simple question of each team member...If there was one thing you could change about your participation, what would it be? Questions are powerful and the best leaders ask the best questions. This one reveals quite a bit without getting to directive or personal. It depends, however, on great listening and follow up. One approach is the Toyota process known as the 5 Whys? Another is to have each member of the group create a "Working With Me" guide, touching on subjects such as communication, decision making, management style, personality traits. and pet peeves. It doesn't hurt to include a miscellaneous section of things such as interests, family, and favorite..., etc. I have many more thoughts but do not want to dominate. I end with a Simon Sinek quote "Leadership is not about being in charge. It is about taking care of those in your charge."
Take Care!
Bob
Every day is an opportunity to reset - for ourselves and for our teams.
How blessed we are in Australia to be lead by a man who focuses on uplifting us all through the expression of his humanity. He has his finger in the Australian pulse and aims to bring us all into the fold of oneness and unity under the umbrella of his leadership.