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1. Click the + sign to add a thought or note.

2. Use the comment or like to add perspectives or like what someone has written.

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Follow a similar format with your responses when writing out your strategies for your case study.

Case Study Strategies

1. As a manager in this scenario, I would implement a new team ritual to increase trust and connection among team members.

2. I would teach the accountability ladder model to my team so we are all on the same page.

3. I would seek feedback on communication to ensure everyone feels like they can be heard in a way that works for them.

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Acknowledge with the teams that the ways of working is not working. 

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Acknowledge with the teams that the ways of working is not working. 

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Create accountability between the project teams through open conversation.

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Acknowledge the product delay and taking responsibility for not following up with the team with the status of the project.

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Letting the team know it's ok to make mistakes. 

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Letting the team know it's ok to make mistakes. 

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Creating a safe space where mistakes happen!

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Bringing the team together to work together on new solutions that can move the project forward.

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Bringing the team together to work together on new solutions that can move the project forward.

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it is ok to make errors, as long as we can finish and learn from it

Everyone is part of the team so everyone can work on something to improve.

Being the manager can take the initiative to acknowledge the situation and issues

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Acknowledge how the team is feeling and show empathy to validate their feelings. 

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Acknowledge how the team is feeling and show empathy to validate their feelings. 

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First the manager should take accountability themselves. They have likely lost touch with the team, and is disconnected. The team may be thinking "if they don't care why should I?".

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Provide constructive feedback in 1:1s rather than in public. Create safe environment for the team to receive feedback.

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Provide larger ownership opportunities to feel like they're in less of a support role

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Build trust with the team and within the team

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Build trust with the team and within the team

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Trust seems to be missing. Use quarterly budget for team social and start building rapport and trust. With the higher trust, hopefully the team members begin to hold themselves accountable as well.

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Redirect focus back to the issue to encourage accountability.

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Redirect focus back to the issue to encourage accountability.

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Move from a victim to a player mindset.

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Create a project plan and ways of working to ensure accountability. 

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Create a project plan and ways of working to ensure accountability. 

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Create timelines for delivery and RACI charts so people know what their role is within the project

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You as a leader must demonstrate accountability through your actions  

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You as a leader must demonstrate accountability through your actions  

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create ownership and determine what is the delivery

Understand what the value is

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Using frameworks such as 5 Whys can help get to the root of the problem and identify perceived blockers to accountability.

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Work with the team to set expectations. Have check ins with the expectations. If team members slip we can have a discussion about how the expectations we set together aren't being met. When expectations are met or surpassed, we can celebrate the teams achievements.

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Break down the problem into applicable layers.

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Break down the problem into applicable layers.

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Target solutions to each layer of the problem.

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kudos to team being able to get things back on track

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kudos to team being able to get things back on track

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this encourages folks to acknowledge responsibility and motivated to get things back on track

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The manager owns responsibility of the outcome, where there may have been opportunities to have more conversations and check ins prior to the project being delayed.

Work with the team on a solution moving forward with clear ownership and expectations for the project moving forward. This opens up input and feedback from the team while also enabling them to own a specific portion of the project.

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Meeting with the team as a group and individually. 

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Meeting with the team as a group and individually. 

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As a group to acknowledge the situation

Individually to vent and find pain points

Regroup with fresh minds to problem solve.

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hold a meeting between two teams.

have the real conversation

take into consideration both vocal and non-vocal members of the project teams.

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After focussing on the problem/blockers and identifying actual vs perceived factors of control, encourage the team to take ownership to seek solutions.

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Opening communication among members of the team can facilitate their creative processes to flow. The managers role is to guide this relationship and establish a framework of regular check-ins

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People are more accountable when they understand the impact

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People are more accountable when they understand the impact

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Show the impact of the project team

Show the interdependencies

Show the chain reaction/downstream effects.

Share with the team the value of their work.

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solicit feedback

ask for collaboration to create ways of working

Run regular retrospectives with prompts like: “What’s holding us back and how can we fix it together?”

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Establishing Accountability for each team member 

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Establishing Accountability for each team member 

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Each team member will own a portion of the project, and will establish accountability for that team member to own the outcome of the part they are assigned to

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Identify potential solutions for evaluation; Can we apply these to the problem? Are there other routes to solutions? Do we need to get others on board?

Test and iterate on the solution; encourage behaviours that open doors.

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Emphasize that we are a high performing team! We not only solve the stated problem, we are looking to come up with these creative solutions. The manager's role is to ensure there is a safe space for the creative ideas to flow, and to ensure that when ideas are rejected or accepted, the rationale is clear and the person who had that idea feels safe to present more.

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Review the project guidelines coming from upper management. Ensure you as a manager are buying in to the change actively.

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Own that in the past, creativity and innovation has not been as celebrated as it should have been!

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Managers can take initiative to have the team on the same page

individuals should be encouraged to ask for clarifications

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when it comes to cross team, things tend to get confusing and not clear

Get closer communications with teams to have clear goal to increase the confidence of the team in committing to the goal