morale at the company was undeniably higher, and turnover had dropped markedly. But Jeff was adamant that it shouldn't go away completely: “If no one… - Patrick Lencioni

fundamental values are not chosen from thin air based on the desires of executives; they are discovered within what already exists in an organization.

So many people there are so concerned about being socially conscious and environmentally aware, but they don't give a second thought to how they treat the guy washing their car or cutting their grass.

Ironically, for peer-to-peer accountability to become a part of a team's culture, it has to be modeled by the leader. That's right. Even though I said earlier that the best kind of accountability is peer-to-peer, the key to making it stick is the willingness of the team leader to do something I call "enter the danger" whenever someone needs to be called on their behavior or performance. That means being willing to step right into the middle of a difficult issue and remind individual team members of their responsibility, both in terms of behavior and results. But most leaders I know have a far easier time holding people accountable for their results than they do for behavioral issues. This is a problem because behavioral problems almost always precede results. That means team members have to be willing to call each other on behavioral issues, as uncomfortable as that might be, and if they see their leader balk at doing this, then they aren't going to do it themselves.