Tag Archive for: Accountability

Radical Candor: A Practical Approach to Accountability on Teams

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accountability radical candorIf you have ever sat through a meeting where everyone nodded in agreement but then watched the agreed-upon action items quietly dissolve over the following weeks, you already understand the accountability gap. Not as a concept, but in its impact on execution, trust, and results.

That gap matters. Because when teams cannot reliably follow through on what they agree to, it becomes difficult to build momentum, make decisions stick, or deliver consistently as a group.

For many teams, accountability is one of the hardest behaviors to translate into practice. It is easy to agree, in principle, that teams should hold one another accountable. It is much harder to know what that looks like in real conversations, especially when relationships, power dynamics, and organizational pressures are in play.

Why Accountability Breaks Down

The Five Dysfunctions of a Team framework offers a clear model for what teams need in order to be effective and cohesive. Accountability sits near the top of the pyramid, build on a foundation of trust, productive conflict, and clear commitment. Teams first need to be able to have vulnerability-based trust, then healthy debate, then clear decisions. Only after that can people realistically hold one another accountable.

What the model does not always answer is how accountability conversations actually happen.

Even well-resourced, strategically aligned teams can struggle to sustain accountability. The challenge is not a lack of intent, but the nature of the behavior itself. Holding someone accountable requires naming something uncomfortable. It requires you to say, out loud, that an agreement was not met and to do it in a way that preserves the relationship, the trust, and the team’s ability to move forward.

When those conversations do not happen, the ripple effects go well beyond a missed deadline. People may stop raising concerns, stop pushing for clarity, and over time, stop believing the team can deliver on its shared goals.

So, if accountability is so central to team effectiveness, why is it so hard to sustain?

Because at its core, accountability requires uncomfortable conversations and many of us were never taught how to have them well.

A Framework for Accountability Conversations: Radical Candor

One useful framework for navigating these conversations is radical candor. Coined by Kim Scott in her book Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity, radical candor is an approach to communication that emphasizes two things at once: challenging directly while caring personally.

This is not the same as “brutal honesty.” In fact, in Scott’s framework, brutal honesty sits in a quadrant she calls Obnoxious Aggression, characterized by being critical without caring, or being clear but not kind. For example, public callouts, sarcasm disguised as feedback, or “I’m just being honest” used as an excuse to be harsh.

Radical candor, by contrast, is about having compassion while being transparent. It means being willing to say the hard thing while staying connected to the humanity of the person you are speaking with. It assumes positive intent, even when addressing negative behavior.

Scott’s model also includes two other quadrants that illustrate what it looks like when communication is not balanced between caring personally while challenging directly.

Ruinous Empathy sits in the quadrant of high care, low challenge. This is what happens when someone avoids giving clear feedback to spare feelings or keep the peace, absorbing someone else’s missed deadline rather than addressing it or letting a pattern continue because “they’re going through a lot right now.” It feels compassionate in the moment, but the person never receives the information they need to improve, and the team quietly absorbs the cost of a problem that was never named.

Manipulative Insincerity falls in the quadrant of low care, low challenge, and looks like “nice to your face, critical behind your back.” A team member agrees to a plan in a meeting but complains privately that it is unrealistic. A leader avoids addressing missed commitments directly while venting about them to peers. This behavior is particularly toxic because it erodes the trust that is fundamental to a cohesive team.

Radical Candor Is Not Just for Managers

While the revised edition of Scott’s book is subtitled “Be a Kick-Ass Boss Without Losing Your Humanity,” she is clear that radical candor is not meant to be hierarchical. It should be practiced up, down, and across. Teams are strongest when everyone feels responsible for naming issues and maintaining shared standards.

Practical Ways to Apply Radical Candor

Let us look at some examples of how to use radical candor to maintain accountability on a team, whether you are speaking with your direct report, colleague, or leader.

Leader to Direct Report

In this context, the leader’s role is not just to manage performance, but to protect the team’s agreements:

  • “I want to talk about the commitments we made as a team around project timelines. You committed to delivering your analysis by Tuesday so the rest of the group could build their work. I really value your expertise, and I want you to succeed here — and I also need to be clear that this is the second time it’s slipped and it’s creating delays for others. What’s getting in the way, and how can I support you in meeting this going forward?”

Here, care is shown through respect and support; challenge is shown through naming the pattern and its impact.

Peer to Peer

This is the kind of accountability that is truest to Patrick Lencioni’s use of the term in his Five Dysfunctions of a Team model:

  • “I want to bring something up because I respect you and I care about how we work together. You committed to owning the client update, and when it didn’t go out, I ended up scrambling to cover it. I know things get busy, but I need to be able to rely on our agreements so I can do my part well too.”

The script above works because it opens with relationship, not accusation, and grounds the challenge in shared impact rather than personal frustration.

Direct Report to Leader

While giving feedback in an upward direction may feel risky given potential power dynamics, if psychological safety is present, it can reinforce shared commitments and strengthen trust:

  • “I appreciate how open you encourage us to be in meetings. I also want to be honest that when decisions are already made before we walk in, it discourages real discussion. I’m raising this because I care about our effectiveness.”

When leaders invite and respond well to this kind of feedback, they model accountability as a shared value rather than a power dynamic.

Building Cohesive Teams in Practice

Accountability is not about policing behavior or enforcing rules; it is about protecting the team’s purpose.

Radical candor provides a practical way to do that without sacrificing relationships or culture. It creates a norm where people can name issues early, address them directly, and move forward together.

Ultimately, accountability is a form of respect. It says: Our work matters. Our goals matter. And we value each other and our team enough to have the conversations that matter.

Without it, teams may remain polite, but they will never become truly cohesive.

At Evolved People Coaching, the coaching arm of theglasshammer.com, we work with leadership teams who are looking to transform the way they work and bring their team to the next level. Our team development workshops draw on the Five Behaviors of a Cohesive Team framework alongside evidence-based communication approaches like Radical Candor, helping teams move beyond theory into real conversations. We work alongside teams to build the trust, language, and habits they need to navigate conflict productively, hold one another accountable to shared commitments, and deliver meaningful results together.

Contact us to learn more!

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Your Leadership Development Partner in 2026: How Executive Coaching Transforms Your Career Journey

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leadership development partner - executive coachingThe workplace in 2026 demands more from leaders than ever before. Hybrid teams still require some new management approaches to engage those in the room and on the screen. An understatement is that AI is reshaping how work gets done and will get done in the future. The result is a leadership landscape defined by ambiguity, fast-shifting expectations, and relentless productivity pressure.

Against this backdrop, choosing to engage an executive coach gives leaders the opportunity to think more deliberately about how they lead and how they grow. Research suggests that executive coaching supports improvements in leadership effectiveness, self-awareness, goal clarity, and resilience. Behaviorial flexing to learning, thinking styles and task styles are capabilities and can be learned as skills and have become increasingly important as roles expand and complexity increases.

To offer a comprehensive view of executive coaching, this three-part series explores not only its potential benefits, but also what executive coaching is, how it works, and how leaders can make the most of the investment. Whether you are an executive paying for your own development or an HR professional looking for leadership development coaches and team coaching in an offsite format, we want to hear from you.

Part 1 focuses on why executive coaching matters. It reviews the evolving demands on leaders, and the concrete outcomes associated with a high-quality coaching engagement.

Part 2 looks behind the curtain at how executive coaching actually works — what happens inside a coaching relationship, how the process unfolds, and how to evaluate and select the right coach for your goals, style, and context.

Part 3 turns to how to make the most of your investment, exploring how to actively engage in coaching to accelerate growth and practical next steps to move forward.

Why Executive Coaching Matters

Corporate training budgets today remain heavily weighted toward technical skills, systems training, and compliance requirements. Leadership development, when it exists, is often episodic rather than sustained. Traditional mentorship programs have largely disappeared in remote and hybrid environments. The informal learning that once happened through hallway conversations and after-work gatherings has changed in quantity and also was never a completely consistent practice by or for all.

Meanwhile, leadership complexity has intensified. Leaders are managing teams across time zones, navigating constant technological change, making decisions with incomplete information, and doing it all while maintaining work-life integration that often feels elusive.

Engaging with an executive coach helps leaders chart a path through the complexity. It provides personalized development when organizations cannot, strategic guidance when you are facing novel challenges, and accountability when it is easy to deprioritize your own growth.

This personalized approach matters because leadership is not one-size-fits-all. The skills that make you effective are deeply connected to who you are: your values, your strengths, your communication style, your life circumstances. Coaching helps you develop leadership that is both effective and authentic.

What Executive Coaching Actually Delivers

Let’s move beyond abstractions to concrete outcomes you can expect from a quality coaching engagement:

1. Clarity That Drives Action

Given the many demands on leaders today, it is no wonder that many feel like they are operating in perpetual reaction mode: responding to emails, attending meetings, and putting out fires. Coaching creates space for leaders to step back and ask fundamental questions: What am I actually trying to achieve? What matters most? Where should I focus my limited time and energy? What does success look like for me personally, not just professionally?

This clarity becomes a decision-making filter so that when opportunities arise, you can evaluate them against your actual priorities rather than defaulting to yes or getting swept along by others’ agendas. Research shows that working with an executive coach increases goal clarity and goal attainment, helping leaders move from urgency-driven behavior to intentional, strategic action.

2. Self-Awareness That Transforms Effectiveness

You cannot see yourself the way others see you. You can’t observe your own patterns, blind spots, or the gap between your intentions and your impact. This is where coaching becomes invaluable.

Through powerful questions, reflection exercises, and sometimes formal assessments, coaching builds the self-awareness that distinguishes good leaders from great ones. You discover how your communication style lands with different people, which strengths you’re overusing or undervaluing, what triggers cause you to react rather than respond, and where your assumptions limit your possibilities. Of note, leadership research consistently links emotional intelligence, of which self-awareness is a key component, to leadership effectiveness, team cohesion, and motivation, which executive coaching helps leaders develop over time.

3. Strategies for Your Specific Challenges

Leadership challenges are often maddeningly context-specific. How do you give difficult feedback to a high performer who has behaviors that negatively effect team culture? How do you influence senior stakeholders when you lack formal authority? How do you manage your energy when your role demands constant availability? How do you make the case for promotion without seeming entitled?

Books and training programs offer general principles. Your coach helps you develop strategies tailored to your specific situation, taking into account your organizational culture, your relationships, your constraints, and your goals. Generic advice rarely moves the needle; specific strategies do.

4. Accountability That Drives Change

Knowing what to do and actually doing it are entirely different challenges. We’ve all set goals only to abandon them when the daily grind takes over. Coaching provides structure and accountability that transforms intentions into actions.

Your coach holds you accountable not through judgment but through partnership. Between sessions, you implement agreed-upon actions, experiment with new approaches, gather feedback, and track progress. They then return to reflect on what worked, what didn’t, and what to adjust next. This cycle of action and reflection is where lasting change occurs.

5. Resilience to Navigate Setbacks

Every career includes setbacks: projects that fail, promotions you don’t get, relationships that sour, or reorganizations that derail your plans. How you respond to these moments often matters more than the setbacks themselves.

Coaching builds resilience by helping you process challenges productively, maintain perspective, develop coping strategies for high-stress situations, learn from failure without internalizing it as identity, and sustain motivation over time. Leadership coaching has been shown to increase leaders’ confidence in navigating their roles and improve trust in their direct reports, both critical factors in bouncing back from challenges.

6. Skills That Compound Over Time

Some professional development delivers immediate returns but little lasting value. Coaching is different. The skills you develop, like emotional intelligence or communication effectiveness, compound throughout your career.

A feedback framework learned today remains useful for decades. Increased self-awareness carries across roles and organizations. Communication shifts ripple through every future relationship. This compounding effect explains why coaching continues to deliver value long after the formal engagement ends.

7. Permission to Lead Authentically

Many professionals feel pressure to conform to leadership stereotypes that do not fit who they are. The charismatic extrovert. The tough boss. The relentless competitor.

Coaching offers a third option: developing a leadership style that is both effective and authentically you. This means honoring your values while building influence, leading in ways that energize rather than drain you, using your natural strengths rather than trying to eliminate weaknesses, and building teams that complement your style rather than compensate for it. Coaching helps you lead from a place of integrity and self-knowledge rather than imitation.

8. A Thinking Partner for Complex Decisions

Senior leadership can be isolating. The higher you rise, the fewer people you can speak with candidly. Your direct reports need confidence. Your boss evaluates judgment. Your peers may compete.

An executive coach becomes a confidential thinking partner, someone without agenda or judgment, providing a confidential space to think out loud, test ideas, and consider implications before acting. Having this thinking partner is not a sign of weakness; it is a strategic advantage that many effective leaders leverage intentionally.

A Deliberate Investment in How You Lead

Executive coaching is about supporting leaders at moments when complexity increases, stakes rise, and familiar strategies no longer suffice. In a workplace defined by constant change, coaching offers something increasingly rare: time, perspective, and partnership focused entirely on how you lead and how you grow. If you are ready to be matched with one of our coaches, please book a free exploratory conversation with our Founder and Head Coach, Nicki Gilmour here: BOOK SESSION

By Nicki Gilmour, Founder and CEO, theglasshammer and Evolved People Coaching

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Radical Self-Trust: Eight Ways to Build Embodied Leadership (Pt. 2)

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build trust embody leadershipAs recently covered, the prerequisite to building trust as a leader is to cultivate a deep sense of self-trust. The most important (work) relationship you have is with yourself.

Executive presence has nothing on embodied presence. When you trust yourself, you carry yourself differently. A real leader is embodied. Trusting yourself means you move with more clarity, consistency, and congruency between your values, words, actions, and outcomes.

When you internally source your power and authority, it reflects in the quality of your presence, the willingness to take decisions, the faith in your movements, and in your adaptability and resilience amidst challenges.

As Maven Miara writes, “So why do so many women leaders struggle with self-trust? Because we’ve been conditioned to seek permission instead of power. Not anymore. Self-trust fuels confident leadership.”

Here are eight ways to build your sense of self-trust, and tips on how to apply each:

1) Know Thyself

To trust yourself, you must remain true to yourself. That means a willingness to un-know yourself and re-know who you are now. This means staying connected and listening within.

Self-awareness means recognizing the beliefs, patterns, conditioning, identities, and expectations that shape how you perceive and how you show up—yet, they are not your limitations. They are protective layers.

Beneath the layers, your essential self is always there. And wherever you are living in a way that is disconnected from who you really are, the truths of your being will be seeking to reach you.

Developing self-trust means coming back to trusting your own senses, instincts, values, preferences, perspectives, and intuition. You are able to sense what feels right to and for you and to discern what is not for you. Validating your intuition and inner knowing helps you to build self-esteem. Inner congruence reflects in your vitality.

Apply: Create moments of solitude to check-in with yourself. Keep small intentional rituals such as a five minute morning meditation. Journal to insightful questions that guide you to strip away stories and reconnect with your inner voice. Practice asking yourself what your needs or preferences are.

2) Practice Compassion and Emotional Awareness

Self-trust is also built on being connected to and responsive to your emotions and creating inner safety. Speaking to relationships, Linda and Charlie Bloom write in Psychology Today that self-trust is “having the conviction that you will be kind and respectful to yourself regardless of the outcome of your efforts.”

Self-trust requires you can trust that you will not be self-punishing when making mistakes. If the inner critic is constantly blaming and berating you, you will not feel safe to experiment and learn. If you are caught at self-protection, you will be unable to examine your experience for new insights.

Yet integrating the wisdom learned through mistakes is part of building self-trust and growing. It’s hard to do that as a non-forgiving perfectionist.

When self-criticism is usurped by self-compassion—the ability to be as understanding, supportive and encouraging as you would to someone else you deeply care about—you are able to expand as a human and leader.

Apply: When feeling triggered, breathe and check in with yourself about what you need. Ignoring your needs corrodes self-trust. Practice allowing feelings to be felt and pass through you, while garnering insight they may offer.

Create a self-gratitude journal where you acknowledge what you appreciate about yourself, challenges you’ve taken on, decisions you’re proud of, wins and successes and ways you trust yourself.

3) Be In the Present

If you lack self-trust, you are caught in past ruptures of credibility or you are worrying about the future. Sometimes, you are simply looking at the entire mountain, instead of taking each step as it comes.

Either way, you are caught in stories and removing yourself from the potent present moment. And, you are displacing your personal power instead of stepping into it exactly where it is—in the here and now.

Regret, worry, or burning out to make it work can parade as certainty and be oddly comforting. We project a false guise of certainty backwards or forwards, even if it’s unwanted: I won’t follow through or I won’t succeed or if I don’t force, it won’t happen.

The familiar story may feel safer to a tightly wound nervous system than embracing uncertainty and trusting in the moment (and yourself) to guide you and give rise to the right decisions and right actions.

As the Blooms point out, the paradox is fear and worry do not exist in the present, so being in the present is the ultimate protection.

Apply: Serious question. Have you ever thought of building your tolerance levels for being in the present moment? Without distraction? What would it would mean for you?

4) Release External Validation

At some level, when you don’t trust yourself, you will feel like an imposter not just at work, but in life. So you will be caught in seeking external approval and validation.

Chronic reassurance-seeking outsources the emotional labor of fear and anxiety and is crippling to self-trust. According to Gravitas Founder, Lisa Sun, the self-sustaining confidence of knowing your worth is most common among women over 50 years old. Tempering the urge for external reassurance certainly plays into this.

The ability to intentionally examine various angles or perspectives of an issue is a gift. Chronic second-guessing is a nightmare. When you have self-compassion, you are more willing to embrace uncertainty and make decisions, because your worth is not on the line.

Apply: Before you turn to someone else for an opinion or advice, get quiet, and ask your own. You may wish to both write the question and answer yourself. You may be surprised how much wisdom you’re sitting on.

5) Honor Your Boundaries

As Paulo Coehlo wrote, “When you say ‘yes’ to others, make sure you are not saying ‘no’ to yourself.” Author Caroline Myss talks about how ‘boundaries’ emerged into our everyday social language as we began to recognize ourselves as not only physical but also energetic beings.

Boundaries matter because self-trust requires a ‘sense of self’ to trust, and a sense of self requires discernment. When you lack integrity, you can be pulled in any direction or towards any whim, regardless of whether it’s aligned or resonant to your own inner truth.

Boundaries are not to keep others out, but to keep you whole and integral. They reflect an inner valuing and authentic contract with self. Some people even create an inner boundary with their inner critic. Your boundaries discern between what resonates and nurtures your being and what does not.

Sure, you could commit to your boss, meet every deadline, and keep every promise you’ve made to your team. But let’s say you’re entirely misplaced in this area of work and burning yourself out to do it. Will you trust yourself? Well, you may trust yourself to betray yourself.

Keeping promises to others does not alone build self-trust, if the promises violate your inner knowing or are inauthentic to you. Real self-trust and organic boundaries come from being aware enough of what your inner truths and values are, and knowing that you will not betray them.

Apply: Identify where are you saying ‘yes’ when it’s truly a ‘no’ for you. What would ‘no’ feel like? Is there anywhere in life where you are violating your own boundaries?

6) Keep Your Word With Yourself

If you habitually break your word with yourself, how can you build self-trust? Lying to yourself, even in small ways, wreaks havoc within. When you don’t believe yourself, you don’t believe in yourself. But nothing builds self-trust faster than keeping your word with self.

Keeping promises with yourself means validating what matters to you and assigning this as much importance and priority as outside demands. When you meet the commitments you make with others, but always compromise the ones you made with yourself, you are sending your cells a message: you don’t matter.

If someone treats you like you’re not important to them, do you trust them? In order to rebuild self-trust, you need to treat your word with yourself at least as importantly as you do your word with others.

Identify what is really important to you, and be transparent with yourself about it. Show up consistently to yourself in small ways, and let it build, step by step, towards momentum, results, and more self-trust.

Apply: Listen in and clarify what is important to you. Where are you ignoring this? Where are you keeping your word with self and where are you bending it? Set reasonable and achievable commitments, treat them as real, and acknowledge when you fulfill them. Be realistic.

7) Take On Risk And Challenge

If you rarely take on new challenges, explore new expressions, or take yourself out of your comfort zone, you won’t have the experiences which build more self-trust.

One risk you can take to build self-trust is to speak up in a room where you’d normally hold back. Put your weight behind the value of your voice and your perspectives, rather than asking permission to.

Expanding into new skills is a way to build self-efficacy and increase a sense of personal competence. Through putting yourself into the valuable role of beginner in unfamiliar territory, you learn you are capable and adaptable to challenges and setbacks. You may discover gifts and capacities beyond the ones you knew.

Apply: Choose one thing you are already curious about and invest in growing in that area. Check the first challenge that comes to mind—is it truly out of your comfort zone? If you’re an adrenaline junkie, a marathon may not be the challenge. Yin yoga might be.

8) Practice Accountability

When you take accountability for your own perspectives, actions, behaviors, and outcomes, you build self-trust. Accountability is a sign that you trust yourself, because when you err, you do not collapse into shame or deflect responsibility. Rather, you see the moment as an opportunity to step even more into integrity.

Even more than to others, ownership demonstrates your credibility to yourself. Not only do you hold what happened differently, you feel and experience it differently, too.

You know you have grown when you can own your part in an undesirable outcome. Or when something that would have wilted you becomes an insight from which to learn. Equally, owning your part helps you to discern what is not yours to own or internalize.

Being accountable also means a willingness to see and honestly assess the reality in front of you. Because when you do this, you can move from a place of grounded empowerment. It means being honest even when it’s hard to, including with yourself.

Apply: Notice how taking accountability, and owning your part, has helped to liberate you and for you to grow. Where in life would you like to see more clearly and take more accountability? How can you start?

BONUS: Trust in Life

Self-trust is not hyper-independence and it’s also not being a control freak.

It’s trusting yourself enough to cultivate dynamics of interdependence, because you are able to extend that trust to others who have also earned it. Connection, collaboration, and co-creation depend on this. How we trust others (or don’t trust) reflects our self-image and how much we trust ourselves. If you required others to always do exactly as you wished, you would never trust them.

If you require yourself to flawlessly do exactly as you wished, you will likely never trust yourself. From models of understanding such as Human Design, not everyone is meant to work or create or make decisions the same. What makes us effective and what fulfills us expresses differently. Being curious about how we work helps us to build trust.

But it goes even further, if you require life to always be exactly as you wish it to be, you will not trust in life. Paradoxically, self-trust requires a willingness to surrender. When you trust in something greater than yourself, call it life or universal forces or the divine, not everything comes down to you and what you alone can control.

When you value yourself, humility breeds self-trust. And the more you are able to release your grip on the wheel, and be receptive to be guided by life, the more willing you may be to trust when you know your hands belong there.

By: Aimee Hansen is a long time writer and heart coach with theglasshammer.com. Her recent work includes “This Book is a Retreat” co-written with Marianne Richmond.

If you would like to work with Aimee or any of our coaches including Nicki Gilmour our head coach and founder, please click HERE for a free, exploratory call with Nicki who can match you with the right coach for you (we have six coaches, all with different backgrounds who can help you depending on what you need).

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Work With an Executive Coach in 2025 to Help You Reach Your Full Potential

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executive coachIn today’s high-pressure, fast-paced corporate world, executive leadership requires a unique combination of strategic thinking, emotional intelligence, and personal resilience. As companies continue to face rapid change, complex challenges, and high expectations, the role of any professional has never been more demanding. For many leaders, the path to success can feel overwhelming, and even the most experienced professionals can benefit from guidance and support to navigate these obstacles. Executive coaching is a powerful resource for leaders who want to sharpen their skills, boost their performance, and develop a more balanced, sustainable approach to work, even if it really is the corporate Olympics.

Unlike traditional mentorship, which typically involves guidance from a senior leader in the same field, executive coaching is a structured, one-on-one process that is specifically designed to address the unique needs and goals of the individual executive.

By working with an executive coach, leaders gain a valuable partner in navigating the complexities of their roles and achieving both personal and professional growth. Every month in 2025 theglasshammer.com will publish career articles focusing on key areas that matter most, drawing from our expertise as coaches and learning professionals. If you’re interested in hiring us as your coach, please refer to the details at the end of the article.

The focus of executive coaching can vary depending on the client’s needs, but generally includes areas such as:

  • Leadership development
  • Decision-making and strategic thinking
  • Emotional intelligence and self-awareness
  • Conflict resolution and team dynamics
  • Wellness, balance and stress management
  • Communication and influence, including gravitas
Enhancing Leadership Skills

Many people are unsure of what a coach does, and the answer often depends on the coach’s experience, skills, and focus. A leadership coach, in particular, specializes in helping you gain a deeper understanding of your leadership style while partnering with you in finding strategies to enhance your effectiveness. For instance, you might work on:

  • Vision and Strategy: Executive coaches can help you refine your long-term vision and ensure your strategic decisions align with both short-term goals and broader organizational objectives.
  • Empathy and Emotional Intelligence: Leadership today requires a high level of emotional intelligence. An executive coach helps you become more attuned to your emotions and the emotions of others, leading to better team dynamics, decision-making, and communication.
  • Conflict Resolution: Navigating conflict is an essential skill for any leader. Coaches provide tools to address and resolve conflicts in a way that strengthens relationships and keeps teams moving forward.

By enhancing these and other leadership skills, an executive coach ensures you’re well-equipped to guide your team, make sound decisions, and manage complex challenges.

Developing Self-Awareness

Self-awareness is a cornerstone of effective leadership. To be truly impactful, leaders must understand their strengths, weaknesses, values, and behaviors. This is where an executive coach plays a pivotal role. Through deep, reflective conversations and assessments, coaches help you gain greater clarity on how you show up as a leader. They guide you in identifying:

  • Strengths and Blind Spots: Often, we are unaware of how our behaviors or leadership styles are perceived by others. A coach can help you recognize areas where you excel and areas where you may be limiting your effectiveness.
  • Personal Values and Leadership Alignment: Understanding your core values is critical for authentic leadership. A coach helps you align your actions and decisions with your values, which fosters trust, integrity, and authenticity within your team.
  • Behavioral Patterns: Coaching helps you identify recurring patterns of behavior, whether positive or negative, and understand how these affect your leadership effectiveness and relationships with others.

By becoming more self-aware, you can make more informed decisions, improve relationships, and enhance your impact as a leader.

Improving Communication and Influence

One of the most crucial skills for any executive is the ability to communicate effectively. Whether you’re addressing your team, managing stakeholders, or negotiating with clients, the way you communicate can significantly impact your success. An executive coach can help you:

  • Enhance Listening Skills: Effective communication isn’t just about speaking clearly; it’s also about listening deeply. Coaches work with you to become an active listener, which allows you to understand others’ perspectives, resolve conflicts, and build stronger relationships.
  • Refine Messaging: Whether you’re delivering a speech, writing a report, or making a pitch, your ability to convey your message clearly and persuasively is critical. A coach can help you tailor your communication style to different audiences and increase your influence.
  • Build Rapport: Trust is the foundation of any leadership relationship. An executive coach can teach you how to build rapport quickly, foster meaningful connections, and create a sense of camaraderie within your team.

Improved communication can help you inspire action, align teams, and influence key stakeholders, leading to better outcomes for both you and your organization.

Navigating Complex Decisions

Executives often face difficult, high-stakes decisions that impact not only their careers but also the direction of their organizations. The pressure to make the “right” decision can be overwhelming, especially when choices are complex and outcomes are uncertain.  An executive coach helps you navigate these decisions by:

  • Providing a Thoughtful, External Perspective: Coaches offer an objective, non-judgmental viewpoint that helps you step back and view problems from different angles. This external perspective can provide new insights that lead to better decision-making.
  • Clarifying Goals and Priorities: In times of uncertainty, it’s easy to lose sight of your goals. A coach can help you clarify your objectives and evaluate options based on how well they align with your long-term vision and values.
  • Helping Manage Risk: Executive decisions often involve balancing risk and reward. A coach helps you assess risks and make decisions that maximize benefits while minimizing potential downsides.

By helping you make more informed, strategic decisions, an executive coach ensures that you can confidently lead your organization through challenges and capitalize on opportunities.

Work-Life Balance and Stress Management

The demands of executive leadership can lead to burnout if not properly managed. Long hours, constant pressure, and high expectations can leave little time for personal care and relaxation. However, maintaining a healthy work-life balance is essential for sustainable success. An executive coach helps you:

  • Prioritize Well-Being: Coaches work with you to identify areas where you can reduce stress and improve your work-life balance. They might suggest techniques for setting boundaries, managing time effectively, or delegating tasks.
  • Develop Resilience: Leading under pressure requires resilience. A coach can help you build mental and emotional resilience through mindfulness, stress-reduction techniques, and strategies for maintaining focus and clarity under stress.
  • Create Personal Routines: Routines that promote physical health, mental well-being, and personal satisfaction are key for balancing a demanding career. Coaches help you establish daily habits that support your overall health and performance.

By prioritizing well-being and stress management, you can sustain your leadership effectiveness while enjoying a more balanced, fulfilling life.

Accountability and Motivation

One of the most valuable aspects of executive coaching is the accountability it provides. Setting goals and making positive changes can be challenging, especially when juggling the demands of leadership. A coach acts as an accountability partner, keeping you on track and motivated.

  • Setting Clear Goals: Coaches help you set measurable, achievable goals that align with your personal and professional vision. Whether it’s improving leadership skills, navigating a career transition, or expanding your influence, having clear goals is essential for progress.
  • Tracking Progress: Regular check-ins with your coach allow you to track your progress, celebrate wins, and adjust strategies if needed. This accountability helps you stay focused on your long-term objectives.
  • Staying Motivated: An executive coach helps you stay motivated by reminding you of your goals and pushing you to reach higher levels of performance, even when challenges arise.
The Power of Executive Coaching

An executive coach provides invaluable support for professionals looking to enhance their leadership abilities, navigate complex decisions, improve communication, and achieve a better work-life balance. With personalized guidance, actionable strategies, and ongoing accountability, an executive coach helps you unlock your full potential and achieve sustainable success. Whether you’re an emerging leader or a seasoned executive, or a early or mid-level professional, coaching can elevate your performance and transform your career. We will support you and challenge you in equal measure- for all the right reasons.

Investing in an executive coach is an investment in your future, helping you become the leader you aspire to be while thriving both professionally and personally.

We have a cadre of coaches that specialize in different areas. Book Here for an exploratory call. Packages start at $2,500.

By Nicki Gilmour, founder and CEO of theglasshammer.com and executive leadership coach

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The Five Dysfunctions of a Team and How Leaders Can Address Them

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five dysfunctions of a team

Editor’s Note (2026 Update):
Strong teams rarely happen by accident. As organizations continue to rely on cross-functional collaboration, leaders are increasingly focused on the behaviors that create trust, accountability, and shared results. This article revisits the five dysfunctions that can derail teams and offers practical ways to address them.

High performing teams, and the desire for them, is a common occurrence in corporations. While teams and groups are commonly used as synonyms, they are different from each other. Oxford Dictionary defines a team as a group of people who work together at a particular job while a group is defined as a number of people or things that are together in the same place.

As common as teams are in modern organizations, it should come as no surprise that some work better than others. Dysfunction in teams is all around. Behnam Tabrizi found that nearly 75% of cross-functional teams were dysfunctional. In his book, The Five Dysfunctions of A Team, leadership consultant Patrick Lencioni describes the most common breakdowns that prevent teams from working effectively. These dysfunctions are as follows:

  1. Absence of trust
  2. Fear of conflict
  3. Lack of commitment
  4. Avoidance of accountability
  5. Inattention to results
Why These Team Dysfunctions Matter

Lencioni’s model is widely used because it highlights that team performance problems rarely start with results. Instead, they usually begin with an absence of trust between team members. Without the basis of trust, dysfunctions will not be able to be resolved. Research from the Harvard Business Review found that people who work in places with high trust levels reported 106% more energy at work, 76% more engagement, 74% less stress, 40% less burnout, 50% higher productivity and 29% more satisfaction with their lives compared to those at a low trust workplace. Low trust workplaces often have to deal with, and navigate, office politics.

Resolving the absence of trust dysfunction is crucial to resolving the later dysfunctions. Each dysfunction is based on the resolution of the previous dysfunction and cannot be mastered out of order. For example, if your team shows lack of commitment, it is likely that there is also a fear of conflict from some, if not all of your team members. When a member doesn’t feel as though they can disagree and create conflict with a coworker, they will not be fully committed to the solution proposed because they were never able to weigh in their own opinions.

So how can you tell which dysfunction your team is stuck at and what can you do to resolve it? Here are some examples for each level:

Dysfunction #1 – Absence of Trust

Teams with absence of trust may:

  • Not own up to mistakes made
  • Not admit that they can’t do something to hide their weaknesses from other team members
  • Be unwilling to go out of the realm of their job descriptions to help a coworker

What can you do to address it?

  • Have team members be vulnerable and tell the team something about themselves then discuss as a team what you learned. This increases vulnerability between the team and makes it easier to continue to be vulnerable.
  • Focus on everyone’s strengths. Doing this will help team members gain confidence in themselves and their work. This could inspire coworkers to appreciate the strengths and talents of their peers.

Addressing lack of trust can:

  • Lead to quicker reaction to issues, now that mistakes can be admitted more openly
  • Prevent mistakes before they happen if coworkers feel comfortable to ask for assistance on projects
Dysfunction #2 – Fear of Conflict

Teams that fear conflict may:

  • Not listen to understand during a disagreement, rather listen to win the disagreement and argue their point
  • Not converse with a coworker they disagree with and speak behind their backs
  • Let leaders dominate a meeting and leave the meeting
  • Display artificial harmony in which there is no conflict at all

What can you do to address it?

  • Suggest an obviously bad idea and see if anyone in your team argues. If they don’t, there is a blatant fear of conflict.
  • Show your team that having opposing views can be productive and helpful.
  • Have a “devil’s advocate” portion of the meeting in which an opposing view can be argued.
  • Thank team members for bringing up different points of view that may conflict with the consensus.

Addressing fear of conflict can:

  • Lead to quicker resolution of issues
  • Lessen the amount of office politics
  • Allow more diverse views and lead to innovation
Dysfunction #3 – Lack of Commitment

Teams that have a lack of commitment may:

  • Have members who don’t commit to an idea because it’s not their idea
  • Have the false impression everyone is on the same page after leaving a meeting
  • Mean members don’t contribute to the discussion because their ideas differ

What can you do to address it?

  • Ask members if they have anything to add, any other ideas or (especially) differing opinions on the topic at hand.
  • Encourage team members to ask questions for clarification.
  • Set a team goal and have objectives for everyone to commit to.

Addressing lack of commitment can:

  • Help the team understand why a goal is being addressed in a certain way
  • Help members commit to an idea after being heard out about their own
  • Show the main goal of the team and what is expected of team members
Dysfunction #4 – Avoidance of Accountability

Teams that have an avoidance of accountability may:

  • Have peers who won’t hold each other accountable on performance and behavioral aspects
  • Have leave leaders with the sole responsibility of discipline
  • Include members not performing to the best of their ability

What can you do to address it?

  • Start at the leadership level and call members out on their behavioral mistakes and let this trickle down to peer level.
  • Regularly review team members’ individual performance and remind the team of the high standards expected.
  • Have the team come together and share one thing for each member that could be improved to promote accountability between team members.

Addressing avoidance of accountability can:

  • Lead to quicker and higher quality performance from the whole team
  • Urge poor performers to improve performance
  • Take some of the strain off of leaders
Dysfunction #5 – Inattention to Results

Teams that have an Inattention to Results:

  • Don’t focus on the team as a whole when working on projects
  • Attain personal goals more often than team goals.
  • Fail to develop as a team

What can you do to address it?

  • Have regular meetings to review key metrics
  • Keep a scoreboard of some type that keeps the team updated on tasks that have been completed.

Addressing inattention to results can:

  • Increase the amount of team goals hit
  • Increase team work and minimize individualism in these settings
  • Increase development as a team
Applying the Five Dysfunctions Framework in Real Teams

While many leaders recognize these dysfunctions in theory, addressing them within real teams can be more challenging.

Team development frameworks such as The Five Behaviors of a Cohesive Team build on Lencioni’s model and focus on helping teams strengthen the behaviors that lead to trust, productive conflict, commitment, accountability, and results.

At Evolved People Coaching, we work with leadership teams and cross-functional groups using this framework to help teams identify where dysfunction exists and develop practical strategies for improving collaboration.

These interactive workshops include:

  • Individual and team assessments to understand team dynamics
  • Facilitated exercises and discussions to build trust and communication
  • Clear action plans that teams can immediately apply to improve performance

This type of structured team development helps organizations move from simply understanding the model to actually changing how teams work together.

Building a high-functioning team requires time, reflection, and consistent effort. By recognizing the dysfunctions that prevent teams from performing at their best, leaders can begin creating environments where trust, accountability, and shared results become the norm.

Organizations interested in strengthening collaboration and team effectiveness can explore team development workshops facilitated by Nicki Gilmour and Evolved People Coaching, which apply these principles in practical and engaging ways.

 

By Chloe Williams

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Increasing Accountability in Yourself and Others

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Guest contributed by Linda O’Neill, VP of Strategic Services at Vigilant

accountability

Image via Shutterstock

Almost every executive I talk with desires a more accountable organization. Many of them are running highly effective and profitable companies and it is their goal to keep the bar moving up and to the right.  There is room for improvement. In an accountable organization each employee understands his/her role and each employee can be counted on to do his/her job with no surprises. When a company’s culture embraces accountability, employees are self-motivated to contribute to the success of the organization.  It’s important to remember that accountability is voluntary – you can’t make employees (or anyone else) more accountable. There are, however, steps you can take to increase the likelihood your employees will choose to be accountable.

  1. Define it. It is important that everyone in your organization define accountability in the same way. Spend some time on this as a leadership team. Webster’s dictionary uses words like “answerable” and “explainable” to define accountability. To me, the most important element of accountability is the obligation to answer for our actions. It’s not just completing the actions.  It’s being responsible for the consequences of our actions in addition to completing them. It involves taking ownership of your job. There is no room for blaming others. What’s more important than the way I define accountability, however, is the way you define it for your organization. There is no right or wrong answer.
  2. Communicate it. Communicate the company’s expectations around accountability – broadly, consistently and frequently. You will be the most successful when you communicate accountability in context with the company’s mission, values and goals. When each employee understands that the way his/her job is done affects the company’s performance, you will experience greater individual and collective accountability. Put more control in the hands of employees for how they meet the expectations of their job/role. Employees who feel responsibility will also more willingly embrace accountability.
  3. Reward it. Just as you spent time defining accountability, spend equal time understanding how you will measure and then reward it. As the company makes progress toward its goals, share the information broadly. “The Carrot Principle” by Adrian Gostick and Chester Elton is a great book to gather ideas about rewards. The authors stress that rewards must be deliberate. Create a system for yourself. You won’t just “remember” to reward employees. Tie the rewards to company goals and the employees’ role in meeting those goals. Communicate how the employees’ accountability (obligation to answer for actions) affected the goals.

Wanting more clarity around measuring accountability

It is important for every employee at every level in the organization to have a document articulating his/her accountabilities (similar to a S.M.A.R.T. goal document). I like calling this document simply “<Name> <Year> Accountabilities” (i.e., mine would be “Linda O’Neill’s 2017 Accountabilities”). Identify the categories important to your business, such as financial performance, customer service, team leadership and executive maturity. Clearly articulate the accountabilities in each area. Once you have a complete list of an employee’s accountabilities, define how you will measure success. For example, an employee may be accountable for bringing in $15 million in service billings for the fiscal year. The employee would record the results achieved at the end of the period.

Wanting greater accountability to self

Accountability comes from the inside out; it is a choice. Let me say that again: Accountability comes from the inside out; it is a choice. As a result, it makes sense that learning greater accountability to self enhances accountability on the job. Positive change begins with individuals changing themselves. You can translate the same strategies listed in the “wanting more accountability from others” to yourself. First, define what accountability means to you. Do you take an “owners” mentality to the commitments you make to yourself as well as the commitments you make to others? Next, spend some time noticing how your actions compare to your definition of accountability. You might want to write down every commitment you make to yourself or someone else for a week and then notice what supported or what got in the way of your accountability. What conclusions can you draw about you learned? What small change will you make to increase your satisfaction with your accountability to self? How will this enhance the way you model accountability for others?

Conclusion

Accountability means being doing what you said you would do, and being answerable for all of your actions –those that influence others and those that affect only you. When there is little accountability in an organization, stress levels tend to rise, communication is reduced, and territorialism is pervasive. When accountability is strong, employees are engaged, performance is high and company goals are met. What choice will you make to improve accountability both within your organization and within yourself today?

Disclaimer: Opinions and views of guest contributors are not necessarily those of the glasshammer.com

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Accountability, Leadership Responsibility, and Common Sense: Leaders Share What Makes Diversity Initiatives Work

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Professional WomenGender diversity and inclusion doesn’t just happen, as Catalyst shows every year at its awards conference. A sustained improvement in the percentage of women in corporate workforces and leadership comes from hard work by companies to achieve and maintain set goals. It also requires a visibly demonstrated commitment to diversity by those in charge.

Honorees at this year’s Catalyst Awards Conference shared their companies’ secrets to success in increasing the percentage of women in leadership levels and throughout their companies’ workforces. The winning programs at Chevron Corporation and Proctor & Gamble combined three tried and true ingredients for advancing women at work: accountability, common sense, and leaders who took personal responsibility for improving diversity and inclusion at their companies.

“How we are behaving in any interaction speaks louder than any company effort,” said Melody Boone Meyer, president of Chevron Asia Pacific Exploration and Production Company. “Your behavior is how people read what’s real or not. The communication is there, but much more important is whether you’re living that.”

“Your behavior is how people read what’s real or not. The communication is there, but much more important is whether you’re living that.”

At the conference in March, Meyer, along with Mike Wirth, executive vice president of downstream and chemicals at Chevron; William P. Gipson, chief diversity officer and senior vice president of research and development at Proctor & Gamble; and Colleen Jay, president of global hair care and color at Proctor & Gamble, took to the stage to describe not only how their companies changed their approach to improving gender diversity, but also their personal journeys with taking responsibility for diversity as well.

As Meyer said, “Leaders need to live it.”

Accountability

Leaders from both companies detailed how they were held accountable for meeting corporate gender diversity goals.

Wirth explained that, at Chevron, leaders have to answer for their diversity action plans as part of their performance reviews. He also described an exercise the company’s CEO had leaders undertake: “The CEO said I want you to go out and spend time with three people who are very different from you and I expect you to respond,” he recalled.

“Accountability is nothing unless you have goals,” Gipson agreed. “Targets change everything.”

Proctor & Gamble ties diversity goals to executives’ stock options, he said. But the goals aren’t easy to meet and they aren’t merely window dressing to placate investors who care about diversity – they’re stretch goals.

“To really move the needle, you need to have some stretching,” Gipson said.

Indeed, Wirth commented, Chevron even employed reverse inventives at one point. “If you didn’t make progress, the bonus would be affected for everyone in that group,” he said, explaining that Chevron’s leaders wanted to make sure executives understood that diversity was a shared responsibility.

Common Sense

Diversity initiatives wouldn’t work without a heavy dose of common sense, as well. For example, Gipson explained that a few years ago, leaders at Proctor & Gamble realized women were leaving the company at a disproportionate rate. The company undertook a workforce survey to figure out why.

One of the reasons, P&G discovered, was that the company’s flex work program just wasn’t working. Offering employees the ability to work flexibly is one way companies can help their entire workforce meet their personal responsibilities. Since women as a group bear the brunt of child- and elder-care disproportionately compared to men, flex programs have been identified as a way for companies to retain female employees.

It turned out, Gipson said, that P&G’s flexible work program wasn’t flexible enough.

“We were trying to mandate when and where to work flexibly, but life is not really that way,” he explained. The company amended its program based on the survey results.

Leadership Responsibility

Finally, the panelists described what is possibly the most important part of an effective gender diversity initiative. Leaders have to internalize the value of diversity and demonstrate that value in their personal actions.

For example, Johnson said she and other P&G executives help each other keep track of blind spots.

“We help keep everyone sharp so we can role model that going forward,” she explained.

Similarly, Wirth described how he had to face his own personal blind spots a few years ago when Chevron undertook a dramatic restructuring. He picked all white men to lead his new team.

“I got a lot of feedback from the CEO, my kids, and women in my organization,” he said. “I had to do a lot of reflection on myself. I genuinely believed I had the right beliefs and behavior, but that’s not good enough. People need to see action.”

“I got a lot of feedback from the CEO, my kids, and women in my organization,”

He continued, “As a white male, I’ve got an extra responsibility to catalyze the discussion [on diversity], and create an environment where everyone is supported and everyone understands the expectations.”

Gipson described how, as an R&D executive, he had to learn to “embrace the soft stuff.”

“It’s the hardest stuff,” he said. “But no matter how much progress we’ve made, we can always get better.”

That attitude – that we can always get better – is an important one in diversity and inclusion. Simply meeting the numbers isn’t good enough. True inclusion will require everyone in the workforce – especially leaders – to keep pushing themselves harder to identify and change their own personal weaknesses when it comes to diversity and working to change their companies for the better.

By Melissa J. Anderson (New York City)

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