The Realization of a Manager

“But, what if one of my team members doesn’t show up?” Sheri defended. “How can I be held accountable for that?”

“You are not accountable for the team member not showing up,” I replied. “But you are accountable for the output of the team who is now short one team member. I hold you accountable for having back up, cross trained team members to pick up the slack. I hold you accountable for knowing your team well enough to anticipate who is not going to show up, and having an alternate plan in that event.”

Sheri was quiet. While she was backpedaling, she knew she was still on the hook.

“Being accountable for the output of the team changes everything,” I continued. “Once you realize that accountability, your behavior changes.

  • You have to know your team members
  • You have to provide clear expectations within the team’s capability to deliver
  • You have to prepare your team to handle the inevitable problems that will come up
  • Your team has to practice to become fluent in handling those problems
  • You have to provide context for the work that your team will be a part of
  • You have to inspect the output to make sure it meets quality standards within time limits

This is all about people, this is all about your team. And, as the manager, you are accountable for their output.”
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