Accountability Thoughts From The Orange Revolution

Accountability

1. Quite simply, accountability means that a person, or a group of people, is responsible for an outcome—good or bad.
2. Members own their actions and outcomes.
3. Members of breakthrough teams see accountability as a positive. They personally embrace equal accountability for their successes and mistakes, because they have a voice in establishing expectations.
4. There is a critical difference between imposed and voluntary accountability.
5. The difference between imposed and voluntary is empowerment.

How Great Teams Are Built

How Great Teams Are Built

• First, it’s about all members trusting one another to do their fair share of the lifting, but in their own unique ways.
• They asked for input and assistance from co-workers.
• They have help as requested, even when a job was outside their duties.
• They compromised when necessary.
• They took ownership of their mistakes.
• They took thoughtful risks.
• They refrained from talking about absent team members.
• They responded promptly to team member requests for more information.
• They proactively shared information that might be valuable to tam members.
From “The Orange Revolution” by Adrian Gostick and Chester Elton

Goal Setting From The Orange Revolution

I'm currently reading "The Orange Revolution". I was fortunate enough to receive the book from Michael Hyatt, the publisher of Thomas Nelson Books.

The writers researched high performing teams and why they were able to perform at the high level. Below are a few thoughts from the book on goal setting:

Top performing teams begin the process of identifying mutually beneficial goals by asking themselves, “What can I be world class at?” Having defined a place where they can add the most value, they compare each goal against team and company objectives by asking questions like these:

1. Does this goal play to our team strengths? (And can we realistically accomplish it?)
2. Does it benefit our team, customers, or company? (Does it support what matters most around here?)
3. Are we accountable for a result? (Do we have a deadline?)
4. Is it in line with our team or company values? (Would we be proud if our goal was written up on the front page of the company newsletter?)
The writers of the book observed that after undergoing this process, individuals and teams often discover that the activities which have the most impact and are most fulfilling are not part of their defined daily tasks.

The ancient Greeks understood the importance of aligning your personal competencies with team goals. They called the ability to give your best in the area where you have the best to give eudaimonia.
Each person needs to know, understand and focus on these goals.
However, when individual goals and team goals don’t align, demise is swift. When clear goals aren’t understood by all team members, dysfunction ensues.