Creating a Culture of Accountability in Science Teams

When people come to us with a problem, it is tempting to provide an instant answer. After all they came for our expertise and there is nothing so rewarding as getting a dopamine hit in our brain when we know the answer. Ahhh. Such fun.   However, the path to accountability is filled with asking good questions and creating space for others to think and solve rather than us providing answers.   Often just by asking the questions below, an individual will have a breakthrough and discover a solution on their own.   FOCUS QUESTIONS ON THEIR INSIGHT These questions can be applied to executive meetings, coaching employees, and solving our own problems.   1.    What is the problem you are trying to solve? It is so tempting to skip this step, but it is essential if you want to create ownership. I find I have to help people step back from their need for a quick answer and help them understand the context of their problem. When you help them frame the problem, the problem is often half solved.   2.    What are the main obstacles to solving the problem? Gaining context to where and how the problem exists provides guidelines for what the eventual solution will be. Without this clarity, they can create an overly simplistic or complex answer.   3.    What have you already tried? Avoid the temptation to jump in and give advice. They don’t need it. Most people have already done a lot of thinking and attempts before asking for input.   4.    What happens if you don't solve this problem? This question helps create a deeper sense of urgency and ownership. It also reveals key issues that the final solutions will have to solve for.   5.    How would you know you succeeded? The answer gives the parameters and evidence needed to know a solution would be a success. Without this answer, their solution is unlikely to meet all the needs.   6.    What do you think you need to succeed? The focus is on the individual’s ability to think and act. They are creating answers for the future. They are becoming better problem solvers and being more accountable.   MAKE SPACE As I ask these questions, I work hard to not fill in the silence with my insights. I do have ideas on what they should do. But I will never make them more accountable if I keep sharing my expertise. Each of us can create a more accountable workplace by the space we create to help others think. How do you create more accountability? embrace your #pitofsuccess Dave Ulrich Neil Hunter Tracy Maylett, Ed.D. Tyson Lutz Destanee Casillas, MSOD Gwendolyn F. Turner Lisa Strogal, MBA, MCC, RYT Vanessa Homewood Tia Newcomer Clint Betts Chris Deaver Gina London Joy Moore Kendall Lyman

🔸 What if ‘holding people accountable’ is the problem, 𝗻𝗼𝘁 𝘁𝗵𝗲 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻? Lately, I’ve been connecting with founders, people leaders, and executives who all seem to be wrestling with the same challenge: 𝗵𝗼𝗹𝗱𝗶𝗻𝗴 𝗽𝗲𝗼𝗽𝗹𝗲 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗹𝗲. 𝘐𝘵 𝘨𝘰𝘵 𝘮𝘦 𝘵𝘩𝘪𝘯𝘬𝘪𝘯𝘨. → What if accountability wasn’t something leaders had to enforce? → What if responsibility and ownership were simply how people showed up to work? ➡️ Here’s what I’ve learned: 𝗳𝗼𝗿𝗰𝗶𝗻𝗴 𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗱𝗼𝗲𝘀𝗻’𝘁 𝘄𝗼𝗿𝗸. When accountability becomes a system of checks, corrections, and consequences, it feels reactive—like a trap, waiting for someone to fail. And it often stems from control, not trust. 🔸 At my company, we approached this differently. • 𝗔 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗼𝗳 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 We stopped focusing on “holding people accountable” and started modeling responsibility. 𝗜𝗻𝘀𝘁𝗲𝗮𝗱: → We read The 15 Commitments of Conscious Leadership as a team. → Defined what those commitments meant for us—not as theory, but as behaviors we practice daily. → Hired people who aligned with our values. → Rewarded those who embodied responsibility. → And, when necessary, let go of people who didn’t. It wasn’t perfect, but it created a shift 🙏 Accountability stopped feeling external and forced. Responsibility became internal, something people took on because they cared, because they felt connected to the mission, the team, and the work. • 𝗠𝗼𝗱𝗲𝗹𝗶𝗻𝗴 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 As leaders, we go first. If we want our teams to take responsibility, we have to show them what that looks like: → Owning our mistakes. → Being clear in our communication. → Living the values we say are important. 🔹 And when someone struggles, instead of jumping straight to “Why didn’t you do this?” we ask: “𝘞𝘩𝘢𝘵 𝘩𝘢𝘱𝘱𝘦𝘯𝘦𝘥, 𝘢𝘯𝘥 𝘸𝘩𝘢𝘵 𝘴𝘶𝘱𝘱𝘰𝘳𝘵 𝘥𝘰 𝘺𝘰𝘶 𝘯𝘦𝘦𝘥 𝘵𝘰 𝘴𝘶𝘤𝘤𝘦𝘦𝘥 𝘯𝘦𝘹𝘵 𝘵𝘪𝘮𝘦?” Because more often than not, accountability issues aren’t about someone “not caring”—they’re about unclear expectations, lack of tools, or broken systems. • 𝗧𝗵𝗲 𝗥𝗲𝘀𝘂𝗹𝘁𝘀 𝗼𝗳 𝗥𝗲𝘀𝗽𝗼𝗻𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 When you model responsibility, accountability starts taking care of itself. People show up differently—not because they’re afraid of consequences, but because they feel: → Trusted. → Connected. → Committed to something bigger. They take ownership because they want to, not because they have to 🙂 𝗛𝗲𝗿𝗲’𝘀 𝗮 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝗜’𝗺 𝗿𝗲𝗳𝗹𝗲𝗰𝘁𝗶𝗻𝗴 𝗼𝗻, 𝗮𝗻𝗱 𝗜’𝗱 𝗹𝗼𝘃𝗲 𝘁𝗼 𝗵𝗲𝗮𝗿 𝘆𝗼𝘂𝗿 𝘁𝗵𝗼𝘂𝗴𝗵𝘁𝘀: ➡️ How can we, as leaders, shift from enforcing accountability to cultivating responsibility? Have you seen this shift in action? What has worked for you in creating a culture of responsibility?

Why Your Team Lacks Accountability (Hint: It’s Not Them) 🎯 Let’s be real: accountability issues on your team? They start at the top. As leaders, we set the tone. If accountability feels like a constant struggle, it’s time to ask: Are we setting clear expectations? Are we giving consistent feedback? Are we fostering a culture where owning up is appreciated, not punished? Without strong leadership, accountability will always feel like chasing a moving target. 🚩 Spotting the Red Flags: Behaviors of a Team Lacking Accountability Ever notice these on your team? -The Blame Game: “It wasn’t me; it was the team.”  -The Excuse Maker: “The deadline was impossible!”  -The Ghost: “I wasn’t even involved in that.”  -The Avoider: Dodging feedback. -The Minimizer: “It’s not a big deal; everyone makes mistakes.”  -The Procrastinator: Delaying decisions to avoid responsibility. -The Victim: “Why does everything always go wrong for me?”  -The Deflector: “Let’s change the subject.” Sound familiar?   ---Here’s the Good News: You Can Fix It--- As a leader, you have the power to turn this around. Start by: → Setting Crystal-Clear Expectations: Ambiguity is the enemy of accountability. Be specific about what success looks like. → Giving Consistent Feedback: Don’t wait for the quarterly review. Address issues in real time. → Creating an Environment of Ownership: Make it okay to fail—as long as people own it and learn from it.   ---A Simple Framework to Build Accountability--- 1) Acknowledge the Behavior: “I noticed you mentioned the deadline was unrealistic.” 2) Explain the Impact: “When we make excuses, it hurts the team’s trust and progress.” 3) Focus on Solutions: “What can we do differently next time to hit our goals?”   When leaders model accountability, it trickles down. It’s not about blaming or shaming; it’s about creating a culture where everyone feels empowered to take responsibility, learn, and grow. →→What’s one behavior you’ve noticed on your team that signals a lack of accountability? How do you address it?