Book Titles

Great teams ensure that everyone’s ideas are genuinely considered, which then creates a willingness to rally around whatever decision is ultimately made by the group.

Great teams also pride themselves on being able to unite behind decisions and commit to clear courses of action even when there is little assurance about whether the decision is correct.

…it is better to make a decision boldly and be wrong – and then change direction with equal boldness – than it is to waffle.

Like a vortex, small gaps between executives high up in an organization become major discrepancies by the time they reach employees below.

More than any other member of the team, the leader must be comfortable with the prospect of making a decision that ultimately turns out to be wrong.

In the context of teamwork, [accountability] refers specifically to the willingness of team members to call their peers on performance or behaviors that might hurt the team.

Members of great teams improve their relationships by holding one another accountable, thus demonstrating that they respect each other and have high expectations for one another’s performance.

As politically incorrect as it sounds, the most effective and efficient means of maintaining high standards of performance on a team is peer pressure.

The enemy of accountability is ambiguity, and even when a team has initially committed to a plan or a set of behavioral standards, it is important to keep those agreements in the open so that no one can easily ignore them.

By shifting rewards away from individual performance to team achievement, the team can create a culture of accountability.