Accountability is an obligation or willingness to accept responsibility for one’s actions. After all, as the leader of a New Product Development team in any organization, how do you expect your team members to deliver satisfactory results within the desired timeframe? Make it clear from the beginning exactly what is expected of each team member and that they are held accountable for their work. Let your team know that, as members of the organization and members of the NPD team, it is their responsibility to contribute, to pull their own weight and to hold firm to deadlines. Otherwise, deadlines can slip with no real improvements made, and the end result may lead to finger pointing for who’s responsible. Don’t let that happen to your NPD process.

Is it clear to specific individuals and groups what their responsibilities are? Do you define action items at the end of each product development review meeting? These are key steps to implement for a good foundation to achieving Innovation.

If you struggle with Accountability, try interim reporting of steps so that when the due date comes the task is completed. Say you want a new design of a product in 30 days at the next NPD meeting, ask for an interim report on sketches a week later, a drawing the week following and a status of prototype build the week before the due date. No surprises…

When you successfully establish Accountability, it leads to great benefits for you such as being able to trust in your team, freeing up time for you to concentrate on strategy, and getting to lead a team that is confident, motivated and ready to take on the next “big thing”.

For more tips and insight visit: http://www.robertsrulesofinnovation.com/tips/accountability/accountability-tips.html

Every company culture needs accountability. Actually, for any company to succeed accountability is an imperative. Members of a corporate team need to feel responsible for their work – to meet deadlines and to deliver what was agreed upon. Holding others accountable begins with clear communication of what is expected of them and even getting the agreement in writing if necessary.

So to expect creativity in developing new products at your company, hold your team accountable. Schedule New Product Development meetings.  Set clear action items and expect follow-through to keep the program moving along. Team members need to feel responsible for delivery.

Now there’s the left brain/ right brain argument that creative people cannot be organized – that creation loves chaos and therefore creatives are not able to deliver on a set schedule. But for a group of creatives who feel responsible for the outcome of their project and accountability for what happens within the company, Robert Brands assures you that in his years of experience leading project development teams that he has seen plenty of people who are creative and competent in delivering work on schedule. If you struggle with accountability, monitor and have your team report on smaller, interim steps in between monthly meetings. These tips should be helpful in encouraging accountability in your organization…

-  Give Them Enough Rope To…: The natural tendency is to dictate terms – deadlines, methodologies, etc.  Let the team members decide upon the “how it’s going to get done” elements.  Should they go a bit off the track, you can always fine-tune.  Or, better yet, lead a discussion on how they can fine-tune.

-  It’s Expected: State clearly, from the outset, that the team members will be expected to develop the answers to work-related issues – it will be their responsibility.

For more tips, visit Robert’s Rules of Innovation’s Accountability page and click on “Tips“.

Ultimately, it’s about people knowing their roles and that there are limitless possibilities and positive rewards for jobs performed in an organization that insists on Accountability.

 Wikipedia defines “Accountability” as part responsibility and answerability, liability and enforcement, blameworthiness and consequences. “Accountability is defined as ‘A is accountable to B when A is obliged to inform B about A’s (past or future) actions and decisions, to justify them, and to suffer punishment in the case of eventual misconduct.”

 Whether an independent endeavor or one pursued with the counsel of an Innovation Coach or consultant, accountability within a team is like the principle that guides a group of mountaineers. Each member is tethered to the same length of climbing rope. Each climber lends stability and confidence to the next. But slippage jeopardizes the entire team. One member slips, and while the team is there to catch and recover, the group nonetheless becomes vulnerable.

 Accountability is owning up to what’s yours – earning kudos when things go right, and shouldering the blame when things go wrong. For the organization in pursuit of innovation, no component is more critical than the trust borne of accountability. It’s team members holding to deadlines, having your back, or adhering to schedules so the team can advance as a whole.

 How should your organization infuse the concept of responsible accountability throughout the enterprise? The following methods can be highly effective at inculcating a culture of Innovation Accountability in an organization…

-          Give Them Enough Rope To… Allow team members decide “how” projects or tasks will get done. Should they get off track, guide them back.

-          It’s Expected: From the start, tell team members what their responsibilities are.

-          We Know that You Know the Answers: Don’t create organizational co-dependency. Step back. Let your people come up with the solutions.

-          Tread Lightly on the Gas Pedal: Once the initial role of providing direction and support is over, build your team’s confidence by backing out of the situation.

-          Skinner Was Right: Positive reinforcement works. When your team, or a team member, does well, lavish praise.

For more tips, visit Robert’s Rules of Innovation’s Accountability page  and click on “Tips”.

 In a corporate environment, each team member must feel a responsibility to deliver, to be held accountable, to make good on expectations. This level of accountability is about culture. It’s about buy in. It’s about people knowing their roles, and the limitless possibilities – and positive personal rewards – of jobs performed in an organization guided by the rudder of accountability.