Save Careers – Revisit Your Accountability Chart!
At a recent EOS session, one of the Leadership Team members who is also a partner apologized in the check-in for not being 100% prepared mentally as he had been struggling with anxiety. Unbeknownst to the team, he was considering leaving the firm and possibly his profession. This shocked the team as they considered themselves a close-knit group, especially the partners. He just didn’t’ enjoy what he was doing anymore and felt he was failing the team.
“Don’t ask yourself what the world needs; ask yourself what makes you come alive. And then go and do that. Because what the world needs is people who are alive.” – Howard Thurman
His opening statements led to meaningful conversations that allowed others to express their frustrations and anxiety about their own roles. As a Leadership Team, they felt they were not performing their best and they were reverting to what was comfortable . . . “hiding their heads in the sand”.
The Partner Trap
In beginning of their EOS Journey, they created their Accountability ChartTM to reflect needed changes due to the need to pivot away from a strong concentration in 1 industry, creating focus on growth areas. As they grew to more partners, they fell into the trap of including more members in the Leadership Team (common in professional service partnerships), thus creating unnecessary Core Leadership Team Functions, and slotting people in roles that they may not be passionate about or where they add the most value. They started going against their natural talents. The original Accountability Chart served its purpose that helped develop growth areas in the firm, however, it wasn’t serving them any longer and it was creating anxiety amongst the Leadership Team. Thus, time to get back to the basics and restructure the Accountability Chart.
Back to the Basics
We dedicated some important time in the session to restructure the Accountability Chart so they could confidently answer:
1) Do we have the right structure that simplifies, clarifies, and creates accountability for the greater good of the company to take us where we want to go?
2) Do we have the right people in the right seats that Get their role, Want their role (passionate about it beyond just earning a check), and have the Capacity to do their role well.
3) When we have the right people in this structure, will it allow us to have enough time to focus on what matters most to us in our Leadership Team functions . . . focused on where we add the most value through our God-given talents.
We ended up simplifying their Accountability Chart and reducing the number of Leadership Team members. It set the precedence that although you’re a partner, it doesn’t mean you are entitled to a Leadership Team position. It doesn’t mean you’re not valuable, it just means you’re more valuable in a different position that combines your passion and talents for the greater good of the company. This new structure released some anxiety and got the team excited again about their roles. They are focused on the next 3 years of growth!
Accountability Chart as a Living Structure
Is it time to revisit your Accountability Chart? The Accountability Chart is a living tool that helps the Leadership Team look ahead to create the right structure for the future. The structure that got you to where you needed to go in 3 years is rarely the same structure needed to get you to the following 3 years, especially if you’re growing or advancing in a different direction. Are you creating a structure to appease partners in your organization? Partners (owners) do not necessarily make great leaders to drive a Core Function in your company. Create the right structure that will help you answer the 3 questions above. It will help get you to where you want to go while retaining talent and passion in your team!
To Your Business Health TM!