When employees at all levels share a common understanding of where the company is headed, what success looks like, whom their competitors are, and wh… - Patrick Lencioni

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.

Push with respect, and under the assumption that the other person is probably doing the right thing. But push anyway. And never hold back.

The most important action that a leader must take to encourage the building of trust on a team is to demonstrate vulnerability first.