Creating a solid leadership team is not only key for organizational excellence; it’s priceless in a crisis. We are in the midst of extreme, unprecedented times, especially in healthcare, and leaders and managers alike are relying on their teams to help them keep staff focused and engaged, and to make sure their operations are moving forward. To have a team that’s up to the challenges our current circumstances present, however, takes more than just luck, it takes hard work, strategy, and accountability – to each other and to the organizational mission.

As the status quo has gone out the window – at least temporarily – accountability is crucial at every level. However, as Patrick Lencioni writes in The Five Dysfunctions of a Team, a lack of commitment and buy-in can lead team members to develop an avoidance of accountability.  “Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.”

Accountability means responsible behavior, and each individual taking ownership of their actions and performance. Ultimately, accountability needs to be fully required at every level.

“There’s a crisis of accountability in organizations today, a crisis of epidemic proportions,” said Roger Connors, co-founder and former CEO of Partners In Leadership. “When properly approached, accountability can really be the low-hanging fruit for optimizing organizational performance and accelerating organizational change efforts.” 

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Author: Rand O'Leary

Rand O’Leary, FACHE most recently served as the PeaceHealth Chief Executive for the Oregon Network. Rand joined PeaceHealth in 2014 and had oversight for operations in Oregon at Sacred Heart Medical Center, RiverBend in Springfield, University District Medical Center in Eugene, Cottage Grove Community Medical Center in Cottage Grove and Peace Harbor Medical Center in Florence. Rand is an experienced healthcare executive and leader, seasoned by over 20 years of leadership in Surgical Services, Neurosciences, Cardiovascular, Ambulatory and Physician Practice Operations during tenures at Borgess Medical Center in Kalamazoo, Michigan, a 425-bed tertiary referral and teaching hospital and member of Ascension Health and the 537-bed St. Joseph Mercy Hospital in Ann Arbor Michigan, the flagship hospital of the St. Joseph Mercy Health System and a member of Trinity Health.