Creating Accountability in a Team with a History of No Boundaries

Taking over a team where there has been zero accountability and members have been free to engage in any given behaviour at any time, as long as they get the job done, presents a unique challenge.  As soon as you bring together a group of people they will create their own culture and ways of doing things. Without direction this can lead to teams with no clear structure or expectations, that operate in a chaotic manner, with ad hoc communication, some questionable behaviours or habits and plenty of frustration. As a new leader, implementing accountability and establishing clear behavioural expectations gives you a foundation for a productive and effective work environment.  Sounds great, doesn’t it?  But is it always that easy?

Just because you may have inherited a team with some ingrained behaviours doesn’t mean you have to accept the status quo.

So how do you start addressing behaviours that may have been allowed to go on (in some cases) for years?

The main thing is to start, here’s how.

Firstly, seek to understand.

Before making any changes, it’s important to understand the current situation. How did the team get to this point?  Observe the current dynamics, ask a lot of questions and find out from the team what they see as working or not working. 

Listen and observe to know what is driving the behaviours. Identify key pain points, behavioural trends, and areas where a lack of accountability is most evident. Listening to your team’s perspective will help build trust and show that you value their input.

• Recognise why the culture has become what it is. Is it due to a certain leadership style? Constantly changing goal posts? Context is crucial.
• Who has the influence?  Pinpoint individuals who may be influential, positively or negatively, in reinforcing the current culture. This helps in creating strategies for communication and change management.

Then clarify what good looks like.

Clarity is the cornerstone of accountability. Once you understand the baseline, it’s time to work with your team to communicate your vision and agree on clear guidelines for behaviours and how the team will operate. Involving the team in this step is critical.

• Communicate a Vision for Change: Be transparent about why changes are necessary. Frame it as a step toward building a more effective, collaborative, and enjoyable work environment, the benefits being future shared success for both the individual and the team.
• Create space to get group input, where the team can openly discuss what accountability means to them and what success looks like for the team. 
• Set Clear Standards and Roles with Group Involvement: Collaboratively develop a “how we work” agreement. Include shared expectations for behaviour, deliverables, and communication norms. Involve the team in the process to encourage them to take ownership of the results. 
• Develop a Mutual Agreement: Ensure that your team has a voice in shaping these standards and creating accountability for each other. Check in and adjust plans to incorporate insights as you go. This collaborative approach helps in creating a culture where accountability comes from within the group.

Once you start, keep going.

Consistency is key to embedding accountability. People need to see that expectations are more than just words; they need to see action and follow-through.

Demonstrate the behaviours and commitment you expect from your team. Model the behaviours you are seeking to instil in others and team interactions.

Check in on your language and what you talk about.  The words we use and the things we talk about send a message as to what is important.   

Hold Regular Check-Ins. Schedule consistent one-on-ones and team check ins to provide feedback, highlight progress, and address issues promptly. Most of all stick to them. Make these check-ins team led by soliciting feedback on how the new expectations are working and what adjustments may be needed.

Celebrate when team members meet new expectations and provide constructive feedback when they fall short. Recognising progress is important.  Behavioural change takes time.  Frame corrections as learning opportunities for the whole team.  

To truly get your team to embrace new boundaries and accountability measures, you need to embed their input and engagement into every step.

Transitioning a team from anything goes with zero accountability to a culture of ownership and shared responsibility is no easy feat. However, it is possible to create a culture where team members feel empowered, responsible, and aligned. Remember, accountability is not about control; it’s about building a sense of ownership that propels the entire team toward shared success.