11 Ways to Improve Accountability

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Episode Transcript

Mike Goldman (00:01):
If you want your team to be accountable, you need
to to model it, you need to setthe standard.
You need to honor yourcommitments own when you slip.
Being accountable doesn't meanyou always get done what you say
you're gonna get done, but itmeans you are taking
accountability for it.

(00:22):
It means if you are slipping,you are asking for help.
If you've already slipped,you're owning where you slipped,
and again asking for help.
You are admitting where youscrewed up.
And you're doing everything youcan to do what you've committed
to do, and you need to encourageyour people to do the same.

(00:49):
You made it to the betterleadership team show, the place
where you learn how to surroundyourself with the right people,
doing the right things.
So you can grow your businesswithout losing your mind.
I'm your host and leadershipteam coach, Mike Goldman.
I'm going to show you how toimprove top and bottom line
growth, fulfillment, and thevalue your company adds to the

(01:09):
world by building a betterleadership team.
All right, let's go.
Have you ever left a meetingfeeling incredibly energized?
You know, you made the rightdecision, you assign the right

(01:31):
action.
Everyone's was excited aboutmoving forward, and then two
weeks later, nothing happens.
If you're a leader, I'm sure atsome point.
Hopefully not a lot of points,but I'm sure at some point
that's happened to you.
Most missed goals are not due tolaziness.

(01:54):
Most missed goals are really afollow up and accountability
failure.
A plan without accountability islike a gym membership.
You never use lots of potential,but zero results and having the
right.
Accountability.

(02:14):
The right follow up could be thedifference between frustration
and freedom as an individual, asa company, uh, you know, as a
team.
Now we're gonna talk aboutaccountability here, and leaders
tend to hate this topic.
Because they find it sodifficult.

(02:35):
The biggest complaint I get allthe time from CEOs and senior
leaders is, you know, what do Ineed to do to hold my people
accountable?
do I just need to fireeverybody?
If they don't do what theycommit to do, it's, it's like
this secret that, that they'veyet to uncover.
How do I hold peopleaccountable?
So leaders hate the topicbecause.

(02:58):
It's, it seems to be difficultto figure out, and also because
accountability has this negativeconnotation.
It's just the hammer we hitpeople with when they don't do
their jobs.
So leaders hate this topic, butI love this topic because there
are so many good answers to thatquestion.

(03:20):
It's not a difficult one toexecute on if you just.
Shine the light on some of theright behaviors, and that's what
we're gonna talk about today.
but first I want to talk aboutwhy accountability tends to
break down.
and it's a few reasons that the,the one biggest reason I think

(03:41):
is a lack of clarity around whatwe're holding people accountable
for.
A lack of clarity first.
Believe it or not, around whataccountability or, or, or when
you say someone is accountablefor something, what does that
even mean and how is itdifferent than responsibility?

(04:04):
So, one area, of lack ofclarity's, just what does the
word mean?
The other is, is a lack ofclarity around specific
expectations.
You know, telling someone in.
You know who owns who, who'saccountable for marketing.
You know, we, you know, we needmore leads.
We need more marketing qualifiedleads.

(04:26):
That's not clear enough.
Very often that's even clearerthan we typically are.
We don't even know it'smarketing qualified leads.
We just say we need to do abetter job of marketing.
What does that mean?
We're not clear about ourexpectations.
So part of it's lack of clarityand, and we're gonna dive into

(04:49):
that, but it's also a lack of arhythm.
There's no process or rhythm forfollow up.
Leaders swing from babysittingand micromanaging to giving
people so much rope that, youknow, they're never held

(05:09):
accountable and they swing backand forth.
Between detailed follow up andno follow up, and it confuses
everyone.
They're not sure what to expectfrom you as their leader.
The other reason for a lack ofaccountability is leaders who

(05:29):
don't model.
Accountability.
I remember a client I had, youknow, many years ago, about 10
or 11 years ago, wasconsistently complaining about
his team, that they weren'tdoing what they committed to,
they weren't being accountable,but the main reason they weren't
being accountable is that hewasn't being accountable.

(05:52):
There were some major things hewas supposed to do that he
didn't do.
So he was modeling for themexactly what they were giving
back to him.
The bottom line is you get, as aleader, two things.
You get what you tolerate andyou get what you model.

(06:20):
I'm gonna say that again.
You get what you tolerate andyou get what you model.
So we're gonna dive in to 11ways.
That's right.
11 ways to increaseaccountability.
Now, I know 11 is overwhelming,so you may not implement all 11,

(06:40):
or my guess is you've alreadyimplemented a few of these, but
I wanna give you 11 ways.
Pick a few.
Pick one that you're not doingand implement it, but don't get
overwhelmed.
I'm gonna give you 11 and we'regonna start, before I even get
into the 11, we're gonna startwith a definition.

(07:02):
Of what accountability means,and more specifically, there are
two words that are usedinterchangeably, and I've talked
about this on other podcasts.
We're gonna talk about it again.
There are two words that areused interchangeably, and those
words are accountability andresponsibility.

(07:24):
And using them interchangeablywithout clear definitions causes
mass confusion.
Within the organization, a massfrustration for the leader who
believes people are not beingaccountable.
But it's because you're notclear on what it means.
So, so let me, let me give youthe definition.

(07:44):
I use the definition my clientsuse.
I don't care what it says ondictionary.com or wherever we're
looking up words these days.
I'm gonna give you a definitionthat works for me.
More importantly, it works formy clients.
Responsibility, Is who isrolling up their sleeves to get

(08:07):
a job done.
That could be one person thatcould be a thousand people.
If you have a leadership teamworking for you, in my
definition of responsibility, itmight be fair.

(08:28):
Would be fair for you to say toyour team, we are all
responsible for giving ourclients wow levels of service
because at some level, directlyor indirectly, they're all
rolling up their sleeves to makesure the end result is your
client gets a level of servicethat wows them.

(08:52):
So responsibility could be oneperson, could be a thousand
people.
It's who's rolling up theirsleeves to get the job done.
Accountability is always andonly one person.
One person who owns thatfunction or that project or that

(09:13):
priority or that task.
and what I mean by own it.
And if we go back to the exampleof creating wow levels of
service while 500 people mightbe responsible for giving
clients wow levels of service.
You as our VP of clientexperience, congrats on your

(09:34):
demotion or promotion.
I'm not sure, but you as our VPof client experience, are
accountable for giving ourclients wow, levels of service.
That means you own.
Defining what wow levels ofservice means.
You own the strategy to getthere.

(09:55):
The way we're gonna measurewhether we're getting there, the
plan, and how the rest of theteam could help.
If you are in the green, you'regonna get a big pat on the back.
For wowing our clients.
If you are in the red or theyellow, as a leadership team,
we're gonna look to you to say,what's the plan and how could we

(10:18):
help?
So accountability is always oneand only one person that owns
whatever that task projectpriority function is.
That being said, let's startwith 11 ways to improve

(10:39):
accountability.
And the first five are actuallyjust different types of
accountability that you wannamake sure you are defining.
So method number one, to improveyour level of accountability is
to make sure you have crystalclear KPI, accountability that

(11:01):
everyone on the team, includingyou, even if you are the CEO,
the owner, the founder, everyoneon the team needs crystal clear
KPI, key Performance IndicatorResponsibility.
Other ways to say that iseveryone needs clear measures of

(11:22):
success.
For their role within thecompany.
Everyone needs measurableoutcomes.
Telling your head of marketingthat sales needs more leads.
We need you to bring in moreleads.
Is not crystal clear KPIAccountability, crystal clear

(11:46):
KPI Accountability is saying weneed to see at least 15 new
marketing qualified leads everyweek.
Now KPI accountability doesn'tmean.
That everyone on your teamshould have 28 different KPIs

(12:08):
they're coming to you with andbeing held accountable for.
That's a whole lot ofinformation with zero knowledge
and zero actionability.
And I'll keep using marketing asan example.
If you are the head of marketingor the head of marketing is
someone that works for you.
That head of marketing may have28 different ways she is

(12:32):
measuring how marketing isgoing.
That may be the case, but thathead of marketing should be held
accountable for one or two orthree most important measures of
success.
Some of them may be.

(12:54):
Lagging KPIs, which are measuresof results.
Anything on your profit and lossstatement is a lagging KPI a
measure of a result formarketing.
A marketing qualified lead is alagging measure.
The measure of a result forwhoever owns sales new revenue

(13:17):
per month.
Is a lagging indicator, alagging KPI for sales, A leading
KPI or for anyone.
A leading KPI is the measure ofan activity that drives a result
for, so for sales, it may be thenumber of sales meetings with
key decision makers per week,some specific number that

(13:38):
they're being held accountablefor.
So we need KPI accountability,not 28 KPIs, but one or two or
three or or four at the most.
And ideally it's somecombination of both lagging and
leading KPIs.
I have another podcast all abouthow not to screw up KPIs if you

(14:00):
want to dig deeper into KPIs.
So number one is K is KPIAccountability.
Number two is behavioralaccountability.
And this has to do with cultureand core values.
It's not enough that someone isbeing held accountable for
specific measurable outcomes,measures of success, measures of

(14:24):
productivity, but they need tobe held accountable for being a
strong culture fit.
And more specifically.
Being held accountable for somenumber three to six, ideally of
non-negotiable behaviors that Icall core values.

(14:49):
We need to hold peopleaccountable if people are
knocking their KPIs out of thepark.
But they are not consistentlyliving your non-negotiable core
values.
They are toxic to theorganization.
So we need to be specific aboutthose core values.

(15:09):
Specific about the behaviors, Ihad one client in the renewable
energy business who when I firststarted working with them, they
had a core value ofsustainability.
Now, while that sounds nice andit looks good on a website,

(15:29):
especially if you're in therenewable energy business, what
the hell does that mean as abehavior?
Were they going and checkingeveryone's home to make sure
they were recycling?
They need your core values needto be non-negotiable behaviors.

(15:50):
And if someone is not livingthose behaviors.
They need to be held to accountfor not living those behaviors.
So number one technique methodto improve accountability is to
have crystal clear KPIaccountability.
Number two is to have crystalclear behavior, accountability,

(16:11):
core values, accountability,culture fit, core value, uh,
accountability.
Call it what you want, but it'sabout behaviors.
Number three.
Is you need clear functionalaccountability.
I alluded to that before when Italked about what the head of

(16:31):
client experience may beaccountable for, or sales or
marketing for each functionwithin your organization.
Head of Company is a function,sales, marketing, finance,
innovation, technology.
Human resources, et cetera,operations.

(16:55):
Each one of those functionsshould have one and only one
person accountable.
Crystal clear accountability.
And by the way, if you're a CEOand you have three people
accountable.
Quote unquote, accountable forsales.
Remember, the rule is one andonly one person accountable.

(17:16):
So if you believe you have threepeople accountable for sales
surprise, you are actuallyaccountable because you gotta
play referee between those threepeople.
You have to make sure there arestandards of sales and follow up
and measuring your pipelineacross those three people.
So we need functionalaccountability.

(17:38):
Do you have.
Clarity around who that oneperson is accountable for
marketing, for finance, forsales.
Now that one goes togetherreally well.
The idea of functionalaccountability goes together
really well with the firsttechnique of having KPI
accountability.

(17:59):
Now KPIs, you wanna have KPIaccountability up and down the
organization from the CEO to theaccounts payable clerk.
They ought to know whatmeasurable outcomes they're
accountable for, but specific tofunctional accountability, you
could have functionalaccountability, but if you don't
know how you are measuring thesuccess of marketing or

(18:22):
technology or human resources orfinance.
Then saying someone'saccountable for finance without
having KPI accountability.
You still don't have claritythere, so, so those two go
together real nicely.
So number one was KPIaccountability.

(18:42):
Number two, behavioralaccountability.
Number three, functionalaccountability.
Number four is project orpriority accountability.
And I'll use an example, that'sa very common one.
Let's say you have got a projectto implement a new CRM system.

(19:06):
In my over 35 years inconsulting and and coaching, I
have seen this same conversationhappen probably 50 times.
A new CRM is supposed to golive.
We're at the senior leadershipteam meeting.

(19:29):
The head of technology says, Heyeverybody, I've got great news.
Last week on time and underbudget, our new CRM system went
live, and your head oftechnology expects that they're
gonna get this glorious standingovation and they hear silence.

(19:51):
Until the head of operationssays that's wonderful that the
CRM went live.
I was under the impression thatpart of the value was that as
the head of operations, my teamwould be able to look at the
sales pipeline and use that toplan and manage our inventory

(20:12):
well.
The sales pipeline is soinaccurate that I can't even use
it.
So who cares that the CRM wentlive with, that the head of
sales says, damn right, thepipeline isn't accurate.
I told you three months ago thatif my salespeople need to go
through 17 screens and spendthree hours to enter a new

(20:36):
opportunity, I ain't, that ain'thappening.
I'm not gonna have them do that.
My salespeople need to be outthere selling.
Not sitting behind their laptop,spending three hours entering a
new opportunity.
Here's the problem.
All those three people areright.
The head of technologyimplemented the technology.

(20:58):
The head of operations is notable to do anything better in
their job because it's beenimplemented.
The head of sales is right.
Their salespeople need to be outthere selling.
The problem is one ofaccountability.
We had three people and probablymore three people responsible

(21:19):
for implementing the CRM.
We did not have one personaccountable if one person was
accountable not for implementingthe technology.
If one person was accountablefor seeing the value, seeing the
return on investment from thatCRM.

(21:43):
That leadership team would behaving a much different
conversation.
Now, here's the problem.
Let's say the head of sales isaccountable for the successful
implementation and the valueresulting from the new CRM.
I've had head of sales say, Hey,Mike.

(22:04):
How could you hold meaccountable when I don't own the
technology piece and I don't ownwhat they're doing in operations
or customer service?
And my answer is, welcome to theworld of senior leadership.
In senior leadership.
We get to sit around the, thebig boy or big girl table.
We get paid the big bucksbecause sometimes we are held

(22:28):
accountable for things.
We don't have authority over orwe don't have total control
over.
As a senior leader, we are paidfor results and sometimes that
means working with other teamslike sales, working with
technology or service oroperations.
We need one person accountable.

(22:51):
That was number four.
Project or priorityaccountability.
Number five is taskaccountability.
How many times have you been ina meeting?
Where someone brings up a greatidea and everybody says that was
a great idea, and then you moveon to the next agenda item and
then you are two months later,you wonder why nothing happened.

(23:15):
Well, with my clients I use avery, uh, you know, a very
complex tool called the who,what, when.
It's a very simple three columnspreadsheet.
When a task comes up.
In a meeting, you say, wait aminute.
It sounds like we've got anaction here.

(23:35):
It sounds like we need to lookinto this whole net promoter
system thing to better measurewhether we're wowing our
clients.
Who's accountable for that?
What are they doing?
What are they gonna have it doneby?
We need task accountability.
And very often when I say, okay,it sounds like we've got a who,

(23:57):
what, when, who's accountablefor that?
I will get answers like, oh, meand Joe will do it.
Did I say that right?
Is it me and Joe?
Or Joe?
And I always get that screwedup, but me and Joe are gonna do
it.
And my answer very nicely isthat's, thank you for telling me
who's responsible.
It's good to know that.

(24:18):
Joe and yourself, or you and Joeagain, my grammar's so bad.
It's good to know that the twoof you are working on this, but
I need to know who the oneperson is accountable.
who is the one person that'sgonna be accountable because
without that one person,frankly, we have high school
cafeteria bullshit conversationsaround the senior leadership

(24:39):
table.
You know, I, you know, I sentJoe the, the questions for the
net promoter score survey, andhe never got back to me.
Well, you know, I told you I wasgonna be on vacation and I
needed it the week before.
It's like, really?
Are we having that conversation?
We need one person who owns it.
That's number five.

(24:59):
Task accountability.
So those are the different typesof accountability.
There was KPI, accountability,behavior accountability,
functional accountabilityproject or priority
accountability and taskaccountability.
Now I wanna go into, that's thefirst five.
I wanna go, go into a few of theways to follow up the specific

(25:19):
meeting rhythm to help youfollow up, and, and actually set
these.
Accountabilities.
And one is the, and this isnumber six, technique is the
quarterly planning session withmy clients.
Those are either one or two dayplanning sessions where we do a
whole host of things.
And looking back at performancedate, looking forward, creating

(25:43):
the next 90 day plan.
What are our financial targets?
what are our, our quarterlypriorities, which we call rocks.
We look at, uh, assessing thetalent of the organization.
We do a lot of things, but themost important thing we do
before we leave that room in ourquarterly plan is we say, what

(26:06):
do we need to accomplish overthe next 90 days?
Typical typically KPIs andpriorities.
What do we need to accomplishover the next 90 days?
Who's accountable and how are wemeasuring that?
So two things happen in thequarterly planning meeting that
are super important.
Number one is we're holdingpeople accountable to their

(26:29):
quarterly priorities from thelast quarter and to their KPIs
that they own.
And number two, we are, we areour defining and assigning
accountability.
For the next set of quarterlypriorities or rocks and KPIs.

(26:51):
So the quarterly planningmeeting is critical to hold
people accountable, but alsodefine the new accountabilities.
That's number six.
Number seven is the weeklyaccountability meeting, which is
a meeting of the seniorleadership team.
Notice I did not say the weeklystatus meeting.

(27:11):
Shoot me if I have to sitthrough another status meeting
where everybody just talks aboutwhat they did and what they
didn't do and what they're goingto do and ah, I don't have time
for that.
I've got real work to do.
The weekly accountabilitymeeting is one whose focus is
holding each member of theleadership team accountable for

(27:36):
all the things we just talkedabout for their KPIs.
For their projects, for theirpriorities, for their tasks.
When you talk about KPIs or orquarterly priorities or rocks,
you know, are they red, yellow,or green?

(27:58):
We need to have specificmeasures and know whether
they're green, successful,yellow in some danger, red
failing.
And what that allows us to do ina weekly accountability meeting.
is manage by exception.
If you are in the green, I mightsay, Hey, great news.

(28:18):
You're in the green, you know,on this KPI or, or, you know, on
your KPIs or, or with the rocksthat you own.
Is there anything we need totalk about?
But you look like you're in thegreen.
No, I'm good.
Great.
Let's keep moving.
So what we wanna focus on in theweekly accountability meeting is
KPIs or rocks or tasks wherepeople are in the yellow or the

(28:41):
red, and let's figure out whatwe need to do to get back in the
green and those weeklyaccountability meetings, I'm
holding leaders accountable.
If they're in the red or theyellow, they better come in with
a plan.
Or at least a specific ask ofthe leadership team to help come

(29:02):
up with a plan or execute theplan.
And the big mistake I've seen inthe weekly accountability
meeting is the CEO will goaround the room.
And just accept every excusefrom everybody on the team.
First person said, well, I, Ididn't accomplish my, my rock.
you know, I'm not on target withmy rock.

(29:24):
Uh, because, you know, you know,last week was, you know, a big
fire drill and this happened andthis happened.
The CEO says, yeah, I get it.
And then next person goes andsays, well, you know, I've been
so busy, I haven't had a chanceto focus yet on, on this task,
but I'll get to it next week.
Yeah, I get it.
I know you're real busy.
It's like, wait a minute.
Aren't these things theseleaders committed to?

(29:49):
They're not just things theyhope to get done, they're things
they committed to.
So as the leader, as thefacilitator of the weekly
accountability meeting, you needto actually hold people
accountable and don't acceptexcuses.
Remember, you get what youtolerate.
That was number seven.
Number eight is the weeklyone-on-one meeting.

(30:13):
So the accountability meeting isa meeting of your team.
The weekly one-on-one meeting isa one-on-one meeting separately
with each of your directreports.
I like to make those 30 minutemeetings and in the weekly
one-on-one meeting in myframework.
Actually every other, one-on-onemeeting is about accountability

(30:36):
because in my one-on-one meetingframework, there are two types
of one-on-ones that youalternate weekly between the two
types.
The first is the accountabilityand feedback meeting.
Obviously that one's aboutaccountability, so in the
accountability and feedbackmeeting.
If I'm the leader and you reportto me, that's my agenda and my

(31:02):
purpose is coming in to thatmeeting, and I'm gonna hold you
accountable over and above whatwe may have talked about in the
weekly accountability meeting ormaybe diving deeper on some
things that I need to talk toyou about that weren't
appropriate.
For the Team Weeklyaccountability meeting, I'm

(31:22):
gonna hold you accountable tothe tasks you committed to the
KPIs you're committed to therocks you are committed to.
I'm also gonna give youfeedback, feed feedback on where
you're kicking butt, and doinggreat feedback on where I see a
problem, including feedback onthose behavioral KPIs or culture

(31:43):
fit or core values.
So in the feedback andaccountability meeting, that's
what you're doing.
Now, the other type of meeting,I said there's two types of
meeting meetings.
the every other week, one-on-onemeeting, I call a coaching
meeting.
And that's not really aboutaccountability In a coaching
meeting, if I'm the leader inyou work for me.

(32:04):
That's your agenda and you arecoming into that meeting.
With something you need helpwith and I'm gonna coach you
through it.
that's all I'll say there.
'cause our focus here is notabout coaching, it's about
accountability.
So number eight is having theright weekly, one-on-one meeting
structure, including a feedbackand accountability meeting.
Number nine.

(32:26):
Is something called cascadingcommunication, and I think I
learned this from one of thePatrick Lencioni books.
It may have been fiveDysfunctions of a Team, but in
these meetings, whether it'squarterly meeting or a weekly
meeting, or, actually, one ofthe things I didn't talk about
is a monthly meeting, butquarterly meeting, you know,
annual, quarterly, monthly, youknow, weekly one-on-one.

(32:48):
One of the important things atthe end of the meeting is to do
something called.
cascading communication andcascading communication is just
a way to confirm the decisionsthat you made and the actions
that you agreed to take fromthat meeting, as well as the
reason it's called cascading, aswell as from what you talked

(33:11):
about, what should becommunicated down and out or up
through the organization andwhat.
Needs to stay in that room.
Where is it?
Vegas rules where, Hey, let'smake sure we agree.
What we talked about in thismeeting does not go anywhere.
That's between us.

(33:31):
So it's really important at theend of the meeting for this
cascading communication, hereare the decisions we made.
Here's the accountabilitiespeople took, here's what we're
communicating out, here's whatwe're not communicating out.
That's number nine, number 10 of11.
So we're, we're almost there.
Number 10 is to have a planningtool to help you document all of

(33:57):
these decisions andaccountabilities and KPIs and
tasks and priorities andprojects.
You need a planning tool.
So you're not saying, let's goback and look at the old flip
chart, or do you have the notesfrom the meeting that we had?
I happen to use something calledmetronome Growth Systems.
That works really well, and it'sreally consistent with the

(34:18):
coaching process I use with myclients and allows us to put in
our long-term vision, our threeyear, uh, initiatives, our
annual priorities, our quarterlyrocks, who's accountable KPIs,
who, what, whens, all of thosethings go into the tool so that
when we have our weeklymeetings, our monthly meetings,

(34:38):
our quarterly meetings, ourannual meetings.
We can, we actually know howwe're doing.
If you're keeping that tool upto date with your status, we
know whether you are red,yellow, green on your KPIs or on
your rocks, or whether you got awho, what, when done or not.
So having a planning tool, agood planning tool, allows you

(34:59):
to manage.
By exception.
Now some people do that bycreating, you know, elaborate,
you know, Google Sheet or, or orExcel spreadsheets that they do
it on.
Those are okay.
Uh, those could work.
but I really like the idea ofhaving a good solid planning
tool.
I use metronome Growth Systems.
It's not the only one, but itworks for me.

(35:20):
Lastly, number 11, and this isprobably the most important one,
and I mentioned it earlier,number 11, technique to improve
accountability is to modelaccountability yourself.
If you want your team to beaccountable, you need to to
model it, you need to set thestandard.

(35:41):
You need to honor yourcommitments own when you slip.
Being accountable doesn't meanyou always get done what you say
you're gonna get done, but itmeans you are taking
accountability for it.
It means if you are slipping,you are asking for help.
If you've already slipped,you're owning where you slipped,

(36:02):
and again asking for help.
You are admitting where you needhelp.
You are admitting where youscrewed up.
And you're doing everything youcan to do what you've committed
to do, and you need to encourageyour people to do the same.
If you are not encouraging anopen, honest environment where

(36:23):
people could admit where theyneed help, you're gonna have
accountability problems, but youneed to model that.
So real quickly, that was 11.
Number one was KPIaccountability.
Number two was behavioralaccountability.
Number three was functionalaccountability.
Number four is project orpriority accountability.

(36:46):
Number five, taskaccountability.
Number six was make sure you'rehaving a quarterly planning
meeting.
Number seven.
Is the weekly accountabilitymeeting, not a weekly status
meeting, a weekly accountabilitymeeting.
Number eight is the weeklyone-on-one meeting structure,
and especially the feedback andaccountability part of that

(37:07):
structure.
Number nine was cascadingcommunication.
Number 10 was using a planningtool.
Number 11 was modelingaccountability.
Try one of those.
At the very least, pick one thatmaybe you are not executing on
or one where maybe you need toexecute better on.

(37:27):
Maybe it's starting withcreating a, a who, what, when,
because you don't have that.
Maybe it's a better structure toyour one-on-one meetings.
Maybe it's stopping the idea ofa weekly status meeting and
turning it into a weeklyaccountability meeting.
Do something.
Do something and I'd love foryou to try it.

(37:48):
Share your stories with me.
My email [e-mail].
I'd love to hear what's workingfor you, what's not working for
you.
Now, This is not the only placethat I've ever talked about
accountability.
Check out other podcast episodeswhere I talk about

(38:08):
accountability, where I talkabout KPIs, where I talk about
core values, where I talk aboutthe right planning and
communication rhythm.
There's bits and pieces of a lotof this in other podcast, my
books.
breakthrough Leadership Team.
Go buy that book.
It talks a lot about all ofthese things.
My upcoming book, I say upcomingdepending on when you're

(38:29):
listening to this.
Uh, my book, the Strength ofTalent, how to Grow Your People
To Grow Your Profit is comingout the week of October 14th,
2025.
So, uh, maybe that's already outthere.
Maybe it's not.
if you want to.
Pre-order it.
If it's before then go to go tostrengthoftalent.com and, and
pre-order it, check out mybreakthrough growth course

(38:51):
that's under resources on my, mywebsite.
There are a lot of differentresources I have that will help
you with accountability.
I hope this was helpful.
I always say if you want a greatcompany, you need a great
leadership team.
I hope I got you a bit closerthere today.
Thanks everybody.
Talk to you soon.