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.

• 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.
• We Know that You Know the Answers: Let your people come up with the solutions.  When someone comes to you with a question, ask them: “what’s your recommendation?”  They will find the answer.  And why not: you picked great people for your team, right?
• Tread Lightly on the Gas Pedal: Initially, you may have to take a more overt role, in terms of direction, support.  Once they start “getting it” and build a confidence level, ease off on the throttle.  The knee-jerk reaction is to swoop in and save the day.  Force yourself to ease off.
• Skinner Was Right: Positive reinforcement works wonders.  It’s downright frightening to brave failure and be held accountable.  When your team, or a team member, hits a home run, lavish praise is in order.  Encourage.  Reinforce.  It works wonders.

For more see “Robert’s Rules of Innovation” by Wiley, Spring 2010