These principles are great for raising your own game as a small-business owner , but I believe there ’ s a complement or twin sibling to “ extreme ownership ” that is critical for building strong teams and helping people achieve results far beyond their own individual capabilities and efforts . I call this factor “ extreme accountability .” Whereas ownership is self-focused — it ’ s what I personally can do — accountability is actually other-focused .
The core concept of extreme accountability is simple but powerful : results matter , period . And in any company facing the challenges of growing or even just surviving , results are all that matter . Members of the team must be accountable for overall business outcomes , not just their individual job descriptions . It ’ s not about ego or role or “ swim lane .” It ’ s about finding a way to get results for the people who are counting on you : your customers , teammates , and employees .
Here are a few hallmarks of an extremely accountable team member :
• She is accountable to the final degree for whatever she signs up for . Not just “ doing her job ” but finding a way to be successful , whatever it takes .
• He commits to tenacity and fights through any and all issues to get results . He never assigns blame to others and never says “ That ’ s not my fault .” He never complains about how hard it is .
• She uses creativity and innovation to achieve outcomes , including working with her teammates to challenge the status quo and do things differently .
• He measures success in terms of “ our results ” not “ my results .”
Extreme accountability is as much a mindset as it is a management process . What makes an extremely accountable team work best is when every individual ’ s personal drive is balanced by his or her deep commitment to others and to outcomes : doing whatever it takes , not wanting to let colleagues down , and never forgetting that it ’ s not about you , except when you fail to commit and be accountable .
As a small-business owner , if you believe that your company can achieve outcomes beyond your own personal ability to get things done , then you should commit to building an extremely accountable team .
Here are some specific things you can do :
• Ensure that every team member is 100 % committed to the principle that success is all that matters .
• Teach team members to have the crucial conversations necessary to hold their peers accountable when they fail to deliver . This should always be done in an unemotional , factual , and results-focused way , and you must model this behavior yourself .
• Be sure everyone understands exactly what success looks like . Be clear and consistent on goals and metrics , and overcommunicate the objectives and the road map .
• Reinforce accountability in the language you use and the language you refuse to tolerate . Reiterate the “ no excuses ” mantra . Make sure people say “ we ” not “ I ” ( except when taking ownership for a mistake ). Refuse to accept “ It wasn ’ t in my control ” as an answer .
• Make sure the team comes together regularly to refocus on the company ’ s purpose strategy and description of the desired future state . Teach them to tell the story : “ This is what we ’ re doing here and why it matters .”
Effective leadership is full of paradoxes . The more power you give away , the more power you have . The most effective leaders are actually servants , and the best way to be personally successful is to commit to the success of others . That ’ s what extreme accountability is all about .
How extremely accountable is your team ? n
Mark Nevins works with CEOs and senior executives to help them be more effective leaders at critical inflection points . His clients range from Fortune 100 firms to fastgrowth private companies . He is the president of Nevins Consulting Inc . and co-author of the award-winning “ What Happens Now ? Reinvent Yourself as a Leader Before Your Business Outruns You .”
22 | MSPSUCCESSMAGAZINE . COM • VOLUME 1 ISSUE 3