If you’re waiting for senior leaders to solve your problems, you’re already behind.
Deadlines slip. Opportunities are missed. In today’s cross-functional world of executing plans, peer-to-peer accountability isn’t optional—it’s required.
Once you’ve earned the right to influence others (Part 1) and engaged to empower colleagues (Part 2) there’s a final, critical piece that elevates the culture of accountability: consistent, meaningful feedback.
3 S’s of Feedback
Try this:
Imagine a child you care about. Now, provide that child feedback just once a year—then assess for meaningful growth.
That’s crazy. Yet, this is just as absurd: According to Gallup, 60% of the workforce receives constructive feedback once a year. That’s a leadership issue. When people rarely see what it looks like to operate with excellence, how can they aim for it?
Instead of simply telling a cross-functional colleague to “be more accountable,” an effective method is to spotlight accountability in action.
Once you’ve empowered your colleague, look for moments to provide affirmative feedback—and structure it using these 3 S’s:
- Sincere. Your colleagues will hear your heart before they hear your words. Speak from respect rather than obligation.
- Specific. Ground you feedback in cause-and-effect. Example: “Because your team followed the governance process, we hit our milestone on time.”
- Selective. Timing matters. Feedback has the most impact when it’s close to the moment or action.
Of course, not every moment calls for praise. When accountability isn’t present—when the plan you co-created with your colleague is neglected—use the same 3 S’s to deliver constructive feedback.
Whether affirming or constructive, feedback signals: I see you. I respect you. I believe in what we’re building together.
And when done well, it doesn’t just improve performance, it makes you a more accountable and colleague.
P.S. If you missed the lively April 28 Activation Session, where we explored Empowered Decision-Making, you can get a free recording HERE.
