What do you do if your team members lack accountability and ownership?

Accountability - "it's your problem if it goes wrong" Ownership - sharing the spoils of victory However accountability = ownership Do people want to do the job that they have been tasked with? Are they genuinely happy to spend their time undertaking the task in hand? To answer "yes" to either of the above, the personal qualities of the individual must be suited to the role. i.e. you can waste a lot of money on someone who doesn't give a sh1t. In a small company, all employees should understand personal sacrifice and the directors should reciprocate and reward accordingly. If you want someone to own a situation; to be accountable for it, they have to be the right person and be duly rewarded for being themselves

In my experience, to prevent lack of accountability with team members. I like to think of delegating accountability as a partnership. I want people to take ownership of their work, and show a greater level of commitment. To do this, I push accountability down to the people who are appropriate for the work. But to have a partnership, they need to want to step up and take it too.

Ohh, that’s a good one! For me a successful team is based on mutual values and trust…caring for the individuals and their expectations is so important for me…listening to their needs and address any issues promptly with open heart… I would use all my intuitive powers to get precious insights in helping them feeling included and happy, so I’m happy too…that’s the key of working very well in a team… clear and direct communication, fast and effective actions…innovation and new ideas to solve issues, to grow..

De part mon expérience il faut clarifier les rôles, renforcer la communication, Encourager l'engagement. Evaluer les performances Modéliser le comportement attendu

Pour ma part, dans mes équipes, il est important de les responsabiliser face justement à des événements, des actions, ou des mises en place de projet. Pour ma part je les implique totalement dès le démarrage pour qu'il trouve un sens et s'approprie le projet, selon leurs envies, leur vision, ou leurs connaissances. Ce qui les fait monter en compétence. Mais surtout ce qui leur permet d'évoluer et de grandir au sein d'un groupe. Il est extrêmement compliqué d'imposer un projet à quelqu'un qui ne se sent pas Alezes à l'intérieur. Donc chaque personne doit être libre d'y participer à fin de pouvoir donner le meilleur.

Outline specific roles, responsibilities, and deadlines for each team member. Communicate the importance of their contributions to the overall project and establish measurable goals. Regular check-ins and feedback sessions can help reinforce these expectations. By providing clarity and structure, you encourage your team to take responsibility and feel more accountable for their work.

Pour ma part, il m'arrive régulièrement dans mon métier technique de rencontrer de la non performance. Dans un premier temps, j'en discute avec le collaborateur pour essayer de déterminer si c'est un manque de formation, un manque de connaissances direct, ou tout simplement ses capacités. À ce stade, il est facile alors d'identifier le problème et de pouvoir déclencher une action importante. Exemple un stage, une formation ou tout simplement une reprise d'éducation sur le sujet. Cela permet de faire monter en compétence et les performances viennent avec. Une fois que les performances sont là, je sollicite son apprentissage pour le mettre en œuvre au sein de l'entreprise.