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.

Acknowledge the problem & Set clear expectations with established goals
Acknowledge the problem & gather information - be candid about sharing missed opportunities and where the gap is.

Set clear expectations and establish goals for the short and long term.

Introduce a New Team Norm (Owning the Outcome)

Going forward, we will adopt a mindset of owning the outcome, not just completing the task. That means asking, What would make this great? Instead of What do I need to get this off my plate?

Reinforce and Recognize the Behavior:

Highlight and praise when someone goes above and beyond and does great work. Recognition inspires creativity. 

Notes:

1) Acknowledge the problem & gather information - be candid on sharing missed opportunities and where is the gap

2) Set clear expectations

3) Career Goals

4) Get Feedback from stakeholders

5) Motivate the team by tieing the goals to their career growth

6) Find solutions on how to get there through trainings/ regular touch points

7) Recognize the individuals on meeting the raised expectations

8) Helping one another and holding accountable

9) Set action items

10) Be more collaborative & growth oriented mindset

11) Close on positive notes

12) Connect goals to Strategic imperatives

The challenge for the group: How can the manager encourage peer-to-peer accountability so team members take initiative rather than waiting for leadership to intervene?

1. Communication. It's important all teams get into a room or Slack to confirm the responsibility, and openly communicate and collaboration on the tasks at hand.

2. Setting clear goals with specific deadlines to hold ownership. Assign acknowledge & align.

3. Alignment - empower each person who owns a responsibility to repeat or communicate their role.

4. Ensure feedback loops and check ins with progress to ensure deadlines are on track and are met or address any roadblocks.

5. We also chatted about Limiting beliefs vs willing or capable

6. Stakeholders - who are most impacted or concerned. Conversations around ladder stakeholders and points of escalation.

7. The Why. Understanding why and explaining this to each individual.

• IC Accountability

  • Proactive communications as an expectation

  • Take ownership, problem solve, build solutions

    • "Control the controllables"

  • Identify when they start feeling like a passive resistor

    
    

1. Identifying bottlenecks by the leader, may be different from what the ICs are looking out for and will contribute

2. Holding the team accountable for portions that they are responsible for, seeing which short term goals we'd have, vs. long term goals. Having a clear action plan for the group, resetting mindset.