Many of us work in cross-functional or cross-institutional teams and initiatives. These groups typically function using an agreed upon terms of reference and time-bound objectives and outcomes. Oftentimes, the group makes progress via voluntary action – there is a leader coordinating the work, but that leader has no formal authority over the members of the group.
Without some tactics to hold people accountable, deadlines can easily slip, and the agreed-upon outcomes are compromised. If you’re leading a group of people who don’t report to you, here are eight ways you can skillfully hold team members accountable without having positional authority.
- Start by demonstrating personal care. Your feedback will be taken more seriously if people think you personally care about them. Leadership is about balancing task with relationship. An upfront investment in building good relationships with your team members is worth the time and effort.
- Demonstrate personal commitment. It will be tough for you to give feedback and hold people accountable if you yourself are not investing sweat equity into the initiative. Remember, it’s likely everyone on the team is busy with their own work and deliverables that their boss is expecting and on which they will be judged. Take on your fair share of the work and contribute your political capital and resources to the effort. Remember to consistently use the other influence skills, like active listening, trust, and likability, to enroll support.
- Co-create initiative goals and timelines and work agreements before enrolling volunteers. Co-creation enables buy-in. Document this agreement transparently and refer to it often, within group meetings. This takes the burden off you to enforce standards, shifting it to the group and leveraging social pressure. It also creates a foundation of transparency that is helpful in holding people accountable. And when there is turnover, make sure new team-mates are read into the standing team agreements so there are no surprises.
- Never force an assignment. If the initiative requires a task to be done that does not squarely fall on someone’s plate, enroll volunteers. Make sure the volunteers understand what they are signing up for, including timelines. If no one takes on the assignment, and you can’t take it on yourself as the leader, be transparent with the group about the implications of that on the project and work with the group to find alternative paths.
- Monitor progress regularly. Have regular check-ins with individuals and as a group to discuss progress, provide support, and shift timelines if needed. Consistently remind the group of the agreed-upon goals and timelines. Part of the leader’s job is to repeat, repeat, repeat so that the group does not lose track of the endgame. Allow the group to weigh in on slipping deadlines and missed milestones. Let peer pressure enforce the agreements, so you don’t have to shoulder the burden.
- Celebrate small wins and give appreciation. During your regular check-ins, acknowledge and celebrate individual and team contributions to the effort and the impact that is having with respect to your agreed upon goals. Find ways of letting their bosses and other important stakeholders know what good work they are doing on the initiative.
- Assume the project will go off the rails at some point. Have a Plan B ready to go if people are not following through on their commitments.
- Intervene early. This is where I see a lot of projects fall apart. There’s a consistent behavior or group dynamic (for example: not giving feedback in a timely manner) that the leader sweeps under the rug until there’s a crisis. As soon as you see something off track, mention that to the individual. If it is a group behavior that is off track, discuss this with the group.
Give clear examples of the behavior and the impacts the behavior has on the project. A lot of times, people just don’t see the impacts of, say, missing the deadline by a few days. The leader sees the big picture and has the responsibility to convey what they are seeing. Always assume good intent and remind them of the agreed upon work plan.
If the behavior is repeated, have a more in-depth discussion with the individual or group to resolve the behavior. Again, remind them of commitments they have made and brainstorm solutions. Circumstances may have changed in their day jobs, so allow them to graciously exit from the work if that is what is needed. Then move onto Plan B.
If you are struggling with leading a team that doesn’t report to you, maybe I can help. Sign up here for a free, 45 minute coaching consultation.
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