 |
Perhaps one of the most important reasons we complain is to hold people accountable for their behavior.
|
176 |
 |
…you need great managers who can inspire engagement and productivity while maintaining clear expectations, ongoing coaching and accountability for all employees.
|
156 |
 |
Peak performance is the product of collaboration and accountability.
|
215 |
 |
[The product team is] empowered to figure out the best way to meet… objectives, and they are accountable for the results.
|
34 |
 |
A team should feel empowered, yet accountable for some significant part of the product offering.
|
95 |
 |
Peer-to-peer accountability is the primary and most effective source of accountability on a leadership team.
|
54 |
 |
The leader of the team, though not the primary source of accountability, will always be the ultimate arbiter of it.
|
56 |
 |
To hold someone accountable is to care about them enough to risk having them blame you for pointing out their deficiencies.
|
57 |
 |
Unfortunately, it is far more natural, and common, for leaders to avoid holding people accountable.
|
57 |
 |
It’s difficult to overstate the competitive advantage that an accountability-friendly organization has over one where leaders don’t hold one another accountable.
|
60 |
