As a babyprenuer, I was an accom­plished micro­man­ag­er.  I coor­di­nat­ed day long retreats and got my entire team fired up toward our annu­al goals.  I would cre­ate BIG plans and set BIG goals. The team par­tic­i­pat­ed, sort of, but most­ly they went along with what I want­ed to do.  After all, I was the Boss.

Our annu­al retreats end­ed with tons of high ener­gy and enthu­si­asm.  The next day, we were all back into our dai­ly work. I “man­aged” our results with spon­ta­neous data binges, dig­ging into the num­bers, pro­duc­tiv­i­ty, receiv­able turns, mar­gins, or pric­ing.  Since I was always over the top busy, these data binges were late at night, end­ing around 11pm or lat­er.  Armed with my con­clu­sion about what was wrong, the next morn­ing, I would have a talk with the appro­pri­ate team mem­ber.  No one ever knew what to expect, because they nev­er knew when the late night data binge was com­ing or who I was going to pounce on the next day.

As the year pro­gressed and our results grew fur­ther and fur­ther away from our goals, the ener­gy and enthu­si­asm of the retreat became a fad­ed mem­o­ry.  We would end the year below goal.  I would blame my team, some­times open­ly, but most­ly I had late night talks with myself about oth­ers not performing.

“Insan­i­ty: doing the same thing over and over again and expect­ing dif­fer­ent results.” Albert Einstein

Out of my frus­tra­tion came a burn­ing desire to do it dif­fer­ent­ly.  What fol­lowed next was years of devour­ing busi­ness books, gath­er­ing advice and wis­dom from oth­ers and try­ing out new tools.

Here is the big secret I learned, big goals with­out depart­ment and indi­vid­ual account­abil­i­ty sys­tems to sup­port them are poi­son to your cul­ture. It cre­ates a win/lose envi­ron­ment.  A neg­a­tive cul­ture is like a dirty riv­er, noth­ing thrives in it.  It cre­ates a ceil­ing or blind beyond which your com­pa­ny can­not achieve.  A pos­i­tive cul­ture uplifts every­one cre­at­ing fresh ener­gy and enthu­si­asm.  It builds momen­tum and brings every­one along together.

Sol­id account­abil­i­ty sys­tems sup­port a pos­i­tive, uplift­ing cul­ture.  Every­one thrives when they know what is required of them and what to expect.  With­out account­abil­i­ty, your team becomes a group of vic­tims, fin­ger point­ers, mar­tyrs or all three. Some­one on the team is always doing more than their fair share because what their fair share is isn’t clear.  Your team feels put upon or tak­en advan­tage of because expec­ta­tions aren’t clear.

I often hear entre­pre­neurs say things like, “No one works as hard as I do.”  “No one cares about my com­pa­ny like I do.”  “I have to work longer and hard­er than every­one else because I am the leader.”  These real­i­ties are a direct result of unclear sys­tems of depart­ment and indi­vid­ual accountability.

As we built The Pros­per­i­ty Expe­ri­ence for Busi­ness process, I knew from my own expe­ri­ence that an account­abil­i­ty sys­tem had to be an inte­gral part of the process. To cre­ate a pros­per­ous orga­ni­za­tion, there can be no vic­tims or mar­tyrs or fin­ger point­ing.  Pros­per­i­ty is about bring­ing joy and mon­ey togeth­er and it only thrives in a pos­i­tive culture.

As we imple­ment­ed our account­abil­i­ty sys­tem mag­ic began to hap­pen at Mack­ey Advisors.

Team mem­bers took new, unex­pect­ed ini­tia­tive. Results improved dra­mat­i­cal­ly.  My work load got lighter and more joy­ful. If these are the kinds of results you’d like in your busi­ness, below is a step by step of how we did it:

  1. Start with your annu­al goals. Set them in five key big pic­ture areas described in this blog post.
  2. Engage your team in flesh­ing out a detailed bud­get based on your big pic­ture goals from step 1. Make it a col­lab­o­ra­tive expe­ri­ence, with infor­ma­tion flow­ing both up and down the organization.
  3. Bring your depart­men­tal lead­ers togeth­er to look at the 1 to 3 mea­sures they must deliv­er on to achieve the com­pa­ny wide goals. This is hard­er than you think.  It is easy to arrive at a ton of met­rics but real­ly hon­ing in on that is real­ly impor­tant is hard.
  4. Devel­op a week­ly report­ing for­mat for your depart­ment lead­ers to report up their progress. The dis­tri­b­u­tion list for this report should include you as the CEO of course, but also your entire man­age­ment team.
  5. Devel­op a week­ly meet­ing agen­da where results are reviewed and course cor­rec­tions imple­ment­ed as need­ed. At Mack­ey Advi­sors we use the free, down­load­able EOS L‑10 format.
  6. Watch the mag­ic hap­pen as your entire team gets on board and fired up about your results.


In Joy,


Love the idea and need help?  At Mack­ey Advi­sors, we are com­mit­ted to cre­at­ing a pros­per­ous world, one busi­ness and one per­son at a time.  We are accept­ing new clients and would be hon­ored to help you achieve your pros­per­i­ty goals.  Call us at 859–331-7755 or email to set up a free ini­tial consult.