Accountability Resources

A leader's responsibility is to help their team members connect with the soul of their role. Listen to the podcast to learn more.

How do you deal with your inner critic? ‍Do you let it beat you down and undermine your confidence, or do you have a way to put those self-judgments in perspective?

What are three different types of stress and what can you do to reduce stress as an executive, manager or team member.

Good leaders pay attention to the details and show up with a growth mindset.

You can use the three archetypes — Fixer, Fighter and Friend — in more than one way. You can hopefully find that your own dominant leadership style is one more than the other two. Learn what type of leader you ar

Starting new conversations and changing the way things are where you work can seem daunting at first. Often we have a sense of what’s needed but we don’t have the right words to put it in motion.

Are you the type of person who attacks the messenger? Or are you the type of person who listens, who internalizes that new information and acts on it?

Creativity is likely not the first word that comes to mind when you think about the qualities of a great manager. Most of our associations with the word run in the opposite direction.

How to be the coach and facilitator of your team. Set expectations for one to one meeting. Focus on team member, development and growth, not just tasks.

The typical review lacks the most important step: moving the conversation to a place where the individual has taken personal ownership and accountability around the messages.

High performers often understand their value and will seek new opportunities if they feel they are not getting the right amount of care and investment from their managers and organization.

Framing a review conversation as an opportunity for growth is part of a larger mindset shift required to grow as a people leader.

Organizations, big and small, are shifting to real-time performance management. The promise of a culture where employees know where they stand with their manager and where the difficult conversations are embraced instead of avoided is an ambitious goal.

When you start tracking the people management moments in your day with the same passion and engagement as you do your core technical work, you’re on the right track.

A Refound guide for new jobs and new grads

I suggest thinking of accountability as a dial with five steps. You start at the low end, and then turn up the dial if necessary.