If you are like many, you have laid off or furloughed a portion or all of your staff. You’ve pared down your team while you are taking the time to watch how your market is changing and to decide what’s next; it isn’t easy.   

Right now is the time to get real clarity on self-accountability for those left on your team; you are responsible for that. This is your opportunity to figure out how to create an even higher performing team. Recognize, you are the radiating core, you are responsible for how your team was AND how it will be. You have to see the world and your team in a different way to survive and thrive in business. So:

  • Get clarity on who has responsibility for what (including yourself)
  • Set expectations for success in each position
  • Drive toward self-accountability for you AND your team

You’ll have a competitive advantage for talent acquisition and business fulfillment when chaos subsides to more order.

Who Is Responsible For What

To get clarity in your organization and build a baseline for accountability in every employee, get clear that a position or a title is just a name for a set of roles, not a list of tasks and duties. Think of a role as a high level view and agreement for an area of responsibility. 

What roles are being held in this current chaos by your team? 

Remember a position like COO likely has 4-6 roles and a position like President or CEO can have as many as 8 or 9 roles depending on the size of your company.

Set Expectations for Success

Success in each role or some combination of roles can be measured in many ways. Each individual with a set of roles will be more effective if they set up metrics for gaging success. A metric like “customer satisfaction” can start with anecdotal evidence – what a customer says after the delivery of a milestone. Or more concrete and measurable, what a customer responds on a 3 question survey to rate the service or product. 

Set metrics for success for each position (and its associated roles). Defining which measurements indicate success will allow everyone to check in and adjust when goals for metrics are not being met.

Especially in this time of chaos, “success” may shift from week to week. Just be clear what your definition and measurement of success is and set/reset expectations as you need. You must be talking to one another to do this. 

As a Team, Drive Toward Self-Accountability

Share your interpretations and expectations with your employees and they will better be able to measure their own success, report it to you, and suggest changes to improve performance for themselves. In a well run operation, self-accountability is the larger part of what affects efficiency and effectiveness.

A simple practice of asking, “Do you think you are on track to hit your metrics?” and “If not, what can I do to help.” Will increase the instance of an employee coming to you with issues and solutions they plan to implement and respond, “Yes, yes I am on track to hit my metrics for success this month!”

In times of chaos it will help everyone to have a quick team stand up in which each person shares their metrics and their performance and requests help with issues if they need it. What a great time to reinforce great behavior by sharing.

What’s Next

An opportunity to talk about this with peers; tap into what others are thinking about team performance and surviving through building your own self-accountability and a culture of self-accountability. Choose any of the three times and just show up on the Zoom call. No need to register and feel free to share the links below.

Building High Team Performance in a Time of Chaos | An Open Conversation with Peers.


Miche Rayment is the Founder and CEO of The Hire Effect™. Users of The Hire Effect system get access to organizational development experts to build high performing teams no matter what the market looks like. TheHireEffect.com