| Picture what would happen if a quarterback hurled | | | | accountable, there must be a standard to hold |
| the football with no regard to whether the wide | | | | them accountable to. Your team should establish |
| receiver could catch it. Sounds ridiculous, doesn't | | | | specific expectations up front and make them |
| it? After all, football is a game in which every | | | | clear to everyone involved. It's not enough to talk |
| team member wins or loses-together. Shouldn't | | | | about a vision. Contractors never build a house |
| the same be true of the business world? Though | | | | based on a vision! They begin with a blueprint that |
| we embrace "teamwork" rhetoric, most | | | | identifies the foundation, the walls, the roof-all the |
| companies continue to operate as a group of | | | | way down to the size of the nails. The same |
| separate individuals with separate goals. | | | | should be true for any business project. Create |
| True teamwork requires what I call interlocking | | | | your blueprint up front and your "house" will be |
| accountability. Traditional business structure is a | | | | strong in the end. |
| vertical hierarchy: I report to a boss who reports | | | | 3. Expect some fallout. |
| to a boss who reports to a boss and so on. To | | | | Interlocking accountability usually translates to |
| move beyond that mindset, we must become | | | | hard work. And it often means letting go of |
| accountable to each other laterally as well as | | | | projects a team member may have his or her |
| vertically. That way, a success for you is a | | | | ego wrapped up in. For both reasons, holding |
| success for me. We unify, share resources and | | | | people accountable will often expose-and even |
| strive for the same goals-and we all win. | | | | break-a team's "weak links." I always tell my |
| Here are some tips for companies wishing to | | | | clients that some team members may quit. If |
| move toward interlocking accountability: | | | | someone has been coasting along in his job and |
| 1. Support, don't blame! | | | | failing to live up to his promises, then turning the |
| In sports, successful teams stick together. All | | | | accountability spotlight on that person forces him |
| members accept the win or the loss and they all | | | | support his team members in kind... or leave. |
| take responsibility for each others performance. | | | | It's amazing what can happen when coworkers |
| They support each other rather than pointing the | | | | support each other. I have seen struggling |
| finger when something goes wrong and instigating | | | | companies adopt interlocking accountability |
| a blame war. Adopt this policy at your company. | | | | practices and completely turn themselves around. |
| Instead of blaming your coworker when she | | | | So the next time you're tempted to say, "I threw |
| drops the ball, say "we're here to help you; now | | | | the ball, see what a great player I am!" try saying |
| what can we do differently?" | | | | "How can I help you catch?" Your team-that is, |
| 2. Create a blueprint of success. | | | | your company-will be on its way to victory. |
| Before you can talk about holding people | | | | |